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• Preparing for a new future of work

  Plus, bad bosses, geopolitical resilience, and women’s health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, June 2024 By 2030, about 27 percent of current hours worked in Europe and 30 percent of hours worked in the United States could be automated, accelerated by generative AI (gen AI). Europe could require up to 12 million occupational transitions, double the pace observed before the COVID-19 pandemic. In the United States, required transitions could reach almost 12 million, in line with the prepandemic norm.  In our first featured story, McKinsey’s Anu Madgavkar, Dana Maor, Eric Hazan, Michael Chui, Sven Smit, and coauthors look at how choices made today could revive productivity growth while creating better societal outcomes. Our second featured story outlines five actions that can help leaders reimagine work, the workplace, and the worker as gen AI begins to reshape jobs. Other highlights include the following topics: • why the traits that propel people to the top diverge so widely from those that make people great leaders • how chief information officers can turn gen AI’s promise into business value • how business leaders today can determine whether their organizations can maintain a global presence • the impact of women’s health issues around the world Editor’s choice A new future of work: The race to deploy AI and raise skills in Europe and beyond To gain the full productivity benefits of generative AI and other technologies, Europe and the United States will need to focus both on improving human capital and accelerating technology adoption. Seize the moment  To defend against disruption, build a thriving workforce As generative AI begins to reshape jobs, leaders have an opportunity to reimagine work, the workplace, and the worker. Five actions can help. Rewrite the rules  THIS MONTH’s HIGHLIGHTS Why so many bad bosses still rise to the top Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles? 3 steps forward Moving past gen AI’s honeymoon phase: Seven hard truths for CIOs to get from pilot to scale Getting to scale requires CIOs to focus on fewer things but do them better. Get to scale with gen AI Can your company remain global and if so, how? Geopolitical uncertainty is forcing global companies to take a hard look at the decades-long strategy of geographic expansion. Establish geopolitical resilience Bridging the women’s health gap: A country-level exploration In this McKinsey Health Institute interactive analysis, we explore the latest data on the impact of women’s health issues around the world. Read more AI for social good: Improving lives and protecting the planet As AI advances from predictive to generative capabilities, its potential to address social issues defined by the UN Sustainable Development Goals expands. Potential, challenges, and risks Courageous growth: Six strategies for continuous growth outperformance Fewer than one in four companies outpace their industry peers on revenue and profit growth. New McKinsey research reveals the six mindsets and strategies that set these growth outperformers apart. 6 strategies ALSO New A better life everyone can afford: Lifting a quarter billion people to economic empowerment Beyond the pandemic: The next chapter of innovation in vaccines In search of self and something bigger: A spiritual health exploration Faster, smarter, bolder: How midtenure CFOs shift into a higher gear Gen AI: Opportunities in M&A Gen AI talent: Your next flight risk From hire to inspire: Getting—and keeping—Gen Z in manufacturing How to navigate pricing during disinflationary times What’s new in consumer wellness trends? The promise and the reality of gen AI agents in the enterprise Five bold moves to quickly transform your organization’s culture Master data management: The key to getting more from your data Five alphas: Essential capabilities to succeed in the next era of private capital Explore Accelerating sustainable and inclusive growth for all We’re driving measurable progress on sustainable and inclusive growth in the societies in which we operate. Our 2023 environmental, social, and governance report details how we’re making an impact through our client work, our insights, our actions, and our giving. Read the report  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics You don’t need a formal strategy role to help shape your organization’s strategic direction. Read our 2012 classic “Becoming more strategic: Three tips for any executive” to learn more. Rewind Only McKinsey Delivering actionable insights on the day’s news, as only McKinsey canewsletter highlights an article a day, picked by our editors. Subscribe now — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. 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  by "Jack Edwin" <jackedwin987@gmail.com> - 03:10 - 31 May 2024

• Lifting more people above the ‘empowerment line’

  Essentials within reach ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON CREATING SUSTAINABLE AND INCLUSIVE GROWTH Brought to you by Sven Smit, chair of insights and ecosystems and of the McKinsey Global Institute, & Tracy Francis, chief marketing officer This week’s headline findings • The public and private sectors have an opportunity to work together to lower the cost of basic goods and services to help more people across the world reach the “empowerment line.” • Start-ups that make intentional investments in leadership development are more likely to achieve the tricky balance of rapidly transforming while preserving the entrepreneurial spirit that created the company. • Apparel brands can use digital capabilities to reach greater efficiency, improved collaboration with their suppliers, and heightened transparency. Do these insights resonate with you? What else should we be writing about now? Tell us by emailing insightstoimpact@mckinsey.com. With McKinsey, it’s never just tech. Find out how we apply strategy, deep domain expertise, and more to help clients outcompete with technology and transform their companies. Many people in lower- and middle-income countries have built better lives thanks to economic growth, but in wealthier countries—the McKinsey Global Institute estimates—about 20 percent of the population consistently falls below the “empowerment line,” a threshold at which people can afford necessities and start saving. That’s because essentials get more expensive as countries grow wealthier. But if all countries with pricier goods and services could cut those costs to match nations with similar income levels but cheaper necessities, about 230 million additional people could rise above the empowerment line, say senior partners Kweilin Ellingrud and Marco Piccitto and coauthors. Although the public sector would need to play its part in making this happen, the private sector can help by striving to offer affordable goods and services in housing, energy, food, healthcare, and communication. Underdeveloped leadership is a key reason for the 80 percent failure rate of start-ups, making intentional investment in leadership development crucial. When founders delegate effectively, they not only free up their own time and energy but also empower their employees to take on more responsibility and make decisions on their own. This fosters a sense of trust and autonomy and also allows for growth and innovation within the company, say senior partners Alok Kshirsagar and Arne Gast and coauthors. Well-developed leadership has a profound impact. McKinsey research shows that organizations performing in the top quartile of leadership have almost double the EBITDA of others. But it’s a tricky balance to strike because effective leadership at a start-up needs to allow for rapid transformation while also respecting the entrepreneurial spirit that led to the start-up’s creation. The apparel industry faces challenges due to supply chain disruptions. To thrive, brands must rethink sourcing strategies, become more efficient, collaborate with suppliers, and embrace digital solutions, say senior partners Karl-Hendrik Magnus and Patricio Ibáñez and coauthors. Apparel businesses understand the urgency and are focusing on efficiency, supply chain resilience, and sustainability, according to McKinsey’s latest global survey of apparel chief procurement officers and its annual apparel sourcing roundtable. AI can help companies analyze consumer data and market trends, allowing designers to create products that are innovative and in demand. By streamlining the design process, technology enables businesses to quickly adapt to changing consumer preferences and market conditions. Embracing digital solutions helps reduce costs and increase efficiency in supply chains. In the near term, brands should set data-driven sustainability goals, use digital tools for sourcing, and establish strong supplier relationships—practices that can help brands reinvent their supply chains and emerge stronger from current challenges. OTHER FINDINGS OF NOTE • Partner Chhavi Arora and coauthors note that 40 percent of the more than 80 businesses in McKinsey’s CloudSights database have found their cloud transformations to be of limited value—but the right metrics can make a big difference. • Partners Bengi Korkmaz and Eren Çetinkaya have laid out a scenario that Türkiye could use to reach its goal of achieving net-zero emissions by 2053, which involves spending about 7 percent of GDP on energy, materials, land use, and infrastructure development over the coming decades. • The Internet of Things is getting more ubiquitous by the day, and the total value created by the technology could reach $12.6 trillion by 2030, according to a new McKinsey Explainer. WHAT WE’RE READING A recent edition of Author Talks features Marine Corps veteran and Microsoft executive Nate Boaz sharing life lessons from his new book, Running Toward Fire: Following the Warrior Path (Barbary Tavern Publishing, May 2024). Speaking with McKinsey senior partner Scott Blackburn, Boaz explains that his book is more than just a military memoir—it’s about the idea that when people serve a purpose that transcends the individual, they can achieve amazing things. Boaz explores how his two grandfathers, both World War II veterans, encouraged him to serve something bigger than himself and taught him that great leaders need to balance humility with courage—you can’t have one without the other. — Edited by Jana Zabkova, senior editor, New York Subscribe to Insights to Impact with one click to make sure you keep receiving it, and forward this issue to friends or colleagues who might be interested. Our rolling weekly updates can also be found online. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Insights to Impact" <publishing@email.mckinsey.com> - 12:46 - 31 May 2024

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  by "Kalpesh Maheshwari" <kalpesh.maheshwari@aktivsoftware.com> - 08:26 - 31 May 2024

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• Introducing McKinsey Publishing Guides

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  Dear Md Abul, Over the years, readers like you have come to McKinsey.com for the insights and skills required to thrive in today’s complex business environment. To better meet this need, we’re delighted to introduce a free new series dedicated to personal and professional development: McKinsey Publishing Guides. Each guide features carefully curated insights delivered in a concise set of emails—one per week, for five to seven weeks—to equip you with practical, actionable tools to be more effective in the workplace and beyond. A wrap-up quiz at the end of the series will test your learning as you begin to apply your new skills to your day-to-day challenges. Regards, Raju Narisetti Leader, Global Publishing, McKinsey & Company First up: The McKinsey Publishing Guide to managing yourself and others Launching next month, “The McKinsey Publishing Guide to managing yourself and others” offers insights and advice from leaders around the world to help you navigate the complexities of management. At the end of this seven-week series, you’ll know how to: • Give effective feedback • Build a cohesive team • Find your purpose • Excel at time management … and much more Sign up now Coming soon: Even more growth This is just the beginning of your journey to achieving personal and professional excellence. Watch for upcoming guides, including: • The McKinsey Publishing Guide to excelling as a leader (July) • The McKinsey Publishing Guide to problem solving (September) Or get a jump on your growth and click to sign up for all three guides today. 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 are a registered member of mckinsey.com. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:57 - 31 May 2024

• The gen AI honeymoon can’t last forever

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS FOR THE C-SUITE Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities In our experience, it’s never just about the tech. Today’s top global companies are living the motto. One example: to protect against geopolitical risks, executives are breaking up the unified global technology stack, once seen as a hallowed source of value. This edition of the CEO Shortlist highlights some of the many ways that technology and strategy are really two sides of the same coin. We hope you enjoy the read. —Liz and Homayoun What’s new The honeymoon is over. Many companies are learning that while it’s fairly easy to build gee-whiz generative AI pilots, turning them into at-scale capabilities is much more difficult. Chief information officers (CIOs) and other leaders can use these seven guidelines to truly integrate gen AI into their business models.  Start getting real with “Moving past gen AI’s honeymoon phase: Seven hard truths for CIOs to get from pilot to scale,” by Aamer Baig, Douglas Merrill, and coauthors. What’s now Who’s the new guy? That new colleague isn’t a human being; it’s a gen AI agent, a software entity that can manage workflows, coordinate activities, use logic, and evaluate answers. And they’re developing extremely quickly: our experts believe we’re getting close to these agents becoming true virtual workers. Learn more about your next new colleague in “The promise and reality of gen AI agents in the enterprise,” an interview featuring McKinsey senior partners Jorge Amar and Lari Hämäläinen and partner Nicolai von Bismarck. What’s next No one can do it all. In fact, only a few leaders have the expertise needed to develop, deploy, monitor, and adjust the gen AI tools required for success in the dawning new era. For everyone else, it may be time to ask for help. Strategic alliances with gen AI providers can help your organization succeed, whether you’re looking to rethink M&A strategy, boost marketing and sales, or revamp your recruiting process.  Partner up with “Strategic alliances for gen AI: How to build them and make them work,” by Alex Singla, Alexander Sukharevsky, Ben Ellencweig, and coauthors.  What’s needed Baby, it’s a wild world. Over the past 30 years or so, companies have expanded into markets far from home. Now, geopolitical tensions are forcing a rethink. In our view, companies can protect their people, capital, supply chains, technology, and more with an approach we call structural segmentation. Segment and conquer with “Can your company remain global and if so, how?,” by Andrew Grant, Michael Birshan, Olivia White, and Ziad Haider.  We hope you find these ideas inspiring and helpful. See you next time with four more McKinsey ideas for the CEO and others in the C-suite. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The CEO Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:39 - 31 May 2024

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• Small businesses, video games, model makeover of telcos, and more highlights from the week

  Get caught up on the week's big 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 Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Ease into the weekend—and a new month—by checking out the week’s highlights on small businesses, innovation in video games, the latest Five Fifty, and more. Get a microscopic look at the variation in productivity of small businesses relative to large companies in a new MGI report by Marco Piccitto, Olivia White, and coauthors. See the findings McKinsey senior partner Erik Roth speaks with Electronic Arts chief strategy officer Mihir Vaidya about the challenges of innovating at the intersection of art, entertainment, and technology. Experience the innovation machine Generative AI is here to stay. As the novelty wears off, companies must figure out how to implement the technology to create real value. Find out more on the latest Five Fifty from McKinsey Quarterly. Get your Five Fifty Telcos must engage in a fundamental transformation of mindset, capabilities, and operating model in order to achieve true customer centricity, write Duarte Begonha, Jacopo Ghidoni, Olli Salo, and Annalisa Gradogna. Shift mindset and capabilities QUOTE OF THE DAY “It isn’t enough to be a humble, timid leader or a courageous, arrogant leader. You need the courage to be full-hearted.” —Nate Boaz, author, Marine Corps veteran, and vice president of People Strategy at Microsoft, on the valuable lessons he learned from his grandfathers in a recent Author Talks interview chart of the day See the chart Ready to unwind? Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  Author Talks: How scientific thinking can help us tackle our toughest societal problems To address the critical challenges of the moment, Saul Perlmutter and Rob MacCoun argue in favor of disagreement that elevates our thinking—and isn’t a blood sport. Embrace curious skepticism  25-Across: “Beware of James Bond” or “Never fire a gun in an airplane,” for example? Know the answer? Test yourself with the latest McKinsey Crossword: Getting Metal-Physical | No. 182 Pedal to the metal  —Edited by Joyce Yoo, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | 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> - 12:20 - 31 May 2024

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  Remote is integrated with Xero, try our salary explorer, find us around the world, and more!

  Your monthly global update is here from Remote. Dive in to see the latest.

  Featured news Remote and Xero are now integrated! Great news! Remote now integrates with Xero, a top accounting software for global companies. This new feature makes it easy to sync invoices, keeps information accurate across the two platforms, and saves your finance team time.   Getting started is easy and free. Just a few clicks for Remote and Xero customers, and you're all set.   Try out our new Xero integration and see how Remote's all-in-one Global HR platform can make your work easier. Dive into the details Partnership announcement Streamline employee recognition in a remote world We’re thrilled to announce our new partnership with Gifted.co! Together, we’re making it easier than ever to recognize and celebrate your global team with automated gifting for special occasions.  Read all about it on their blog Upcoming Events 🌍 Where in the World is Remote? Remote is hitting major events this season! Catch us at Money 2020 Europe, SaaStr Europa, CIPD Festival of Work, NY Tech Week and SHRM Annual.    📍 Remote’s Global Table - Chicago   Join us and HiBob for an evening of networking at Remote’s Global Table in Chicago on June 24th, whether you’re local to the Chicago area or in town for SHRM Annual we look forward to welcoming you to this exclusive event. Register here.   📍 The Global Table by Remote - New York   We’re excited to host The Global Table by Remote at a16z’s New York #TechWeek 2024 – an exclusive in-person event focused on the theme of transitioning to working global by default. Register here.   👀 Our billboards are out there too   Look out for our dynamic 'Some / Others' displays and billboards in Chicago, Austin, London, Amsterdam, NYC, San Francisco, and more. Don't forget to share and tag us on LinkedIn to share your sightings.   Product news May’s product release notes: Mobile app invoicing and PTO, detailed payroll reports, AI misclassification, and more This month at Remote, we've rolled out a series of exciting new features and updates designed to empower both employers and their teams.   Whether you're managing global operations or organizing local workflows, our latest enhancements bring efficiency and clarity to your day-to-day activities. Read the release notes Trial our Salary Explorer 🔎 Make smarter hiring decisions with global salary insights and compare employee compensation! Did we mention it’s free for Remote customers? Try now Learning and insights Are you hiring and looking to optimize for the 2024 job seeker? Uncover the complexities of today's candidates, from their preferences for workplace flexibility, to their experiences during the job search.   Employ’s 2024 Employ Job Seeker Nation Report offers critical insights to help you optimize your recruiting strategies and connect with candidates more effectively.   Download the free report How to terminate an employee legally and professionally Read on to learn the baseline processes you need to protect your company and employees from risk.   Find out how Customer feedback What Our Customers Are Saying "Remote also keeps a hand on any additional bonuses, health and check-ups and things that with other companies were easy to miss. My company has transitioned to Remote from another company, and the transition period was very smooth - we almost didn't notice it!" - Read the full review on G2.   Join the Conversation: Share your experience with us and help us serve you better. Leave a Review Webinar Webinar on demand: Complexities in Global Hiring If you missed it, the recording of our latest webinar is now available. We explore the latest trends and challenges in global hiring with our panel of experts, including leaders from Deloitte Tax, Bytez, and Remote. This session is perfect for HR professionals, business owners, and anyone interested in international recruitment and compliance. Watch now Remote is the global HR platform you deserve Onboard, pay, and manage employees and contractors around the world with Remote. You focus on finding the best hires — we'll handle the rest. Book a demo You received this email because you are subscribed to News & Offers from Remote Europe Holding B.V Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Europe Holding B.V Kraijenhoffstraat 137A 1018RG Amsterdam The Netherlands Copyright © 2024 Remote Europe Holding B.V All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 12:15 - 31 May 2024

• Cash is no longer Latin Americans’ preferred payment method

  Only McKinsey

  4 trends to watch in payments ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Latin America’s payments evolution In the news • Digital boom. Latin America has made solid progress on the digitization of payments in recent years, with seven in ten adults in the region using digital channels for payments this year, up from four in ten a decade ago. According to a Brazil-based payments company, the region’s digital commerce market is projected to reach nearly $1 trillion by 2026, helped by a growing middle class. [Payments Journal] • Rising remittances. The significant growth in remittance payments sent to Latin America presents an opportunity to boost financial inclusion, digitize the economy, and support low-income workers. Remittance payments sent to Latin America and the Caribbean grew to an estimated $156 billion last year, nearly tripling from ten years ago, the Inter-American Development Bank has found. [Bloomberg] In just two years, the debit card has replaced cash as the preferred payment method among Spanish-speaking Latin Americans. On McKinsey.com • Rapid changes. Latin America has undergone a major shift in payment preferences, and cash is no longer king in terms of how people like to pay for things—although it is still used a lot, partner Jesus Moreno and coauthors explain. According to our surveys of more than 15,000 people in Spanish-speaking Latin America, between 2021 and 2023, debit cards, credit cards, and mobile payments all gained popularity as respondents’ preferred ways to pay. Cash has lost popularity. • Consumer benefits. Mobile payments are gaining traction, especially in countries like Argentina and Peru. The surge in noncash payments presents opportunities for banks and other financial-services companies, potentially leading to improved payment experiences and tailored options for consumers. Explore key findings from our surveys, trends to watch for, and strategies banks can use to better serve Latin American customers. Dive into payments data —Edited by Jana Zabkova, senior editor, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey" <publishing@email.mckinsey.com> - 11:05 - 30 May 2024

• A microscope on small businesses: The productivity opportunity by country

  See the findings ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute New from McKinsey Global Institute A microscope on small businesses: The productivity opportunity by country Small businesses vary enormously in their productivity and their potential to improve it among countries—and in sectors and subsectors within countries. See the findings Related Reading Investing in productivity growth  Virtual event: Spotting opportunities to boost productivity Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:27 - 30 May 2024

• A Crash Course on REST APIs

  A Crash Course on REST APIs

  

  Application Programming Interfaces (APIs) are the backbone of software communication. In the acronym API, the word “Application” refers to software that performs a distinct function. An “Interface” is a contract between two applications that defines a set of rules, protocols, and methods for communication. “Programming” makes all of this possible.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. HTTP1 vs HTTP2 vs HTTP3 - A Deep Dive Unlocking the Power of SQL Queries for Improved Performance What Happens When a SQL is Executed? A Crash Course in API Versioning Strategies Embracing Chaos to Improve System Resilience: Chaos Engineering To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid A Crash Course on REST APIs ByteByteGo May 30 ∙ Preview   READ IN APP   Application Programming Interfaces (APIs) are the backbone of software communication. In the acronym API, the word “Application” refers to software that performs a distinct function. An “Interface” is a contract between two applications that defines a set of rules, protocols, and methods for communication. “Programming” makes all of this possible. APIs have been around for a long time in one form or the other: In the 60s and 70s, we had subroutines and libraries to share code and functionality between programs.  In the 1980s, Remote Procedure Calls (RPC) emerged, allowing programs running on different computers to execute procedures on each other. With the widespread adoption of the Internet in the 2000s, web services such as SOAP became widely adopted. The late 2000s and early 2010s marked the rise of RESTful APIs, which have since become the dominant approach due to their simplicity and scalability. In recent years, the API-first approach to software development has gained significant traction, driven by the emphasis on building loosely coupled services. REST APIs, in particular, have emerged as the go-to choice for developers worldwide. In this post, we will explore the world of REST APIs and cover basic to advanced concepts. Introduction to REST APIs... Continue reading this post for free, courtesy of Alex Xu. Claim my free post Or upgrade your subscription. Upgrade to paid A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 30 May 2024

• hi

  bye

  
  

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  by "lipat ganda" <lipatganda60@gmail.com> - 03:15 - 30 May 2024

• hi

  bye

  
  

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  by "austinmcwalson" <austinmcwalson@gmail.com> - 03:14 - 30 May 2024

• What makes successful chiefs of staff tick?

  Only McKinsey

  8 practical tips for leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Advice for chiefs of staff In the news • The CEO’s extra brain. A CEO’s chief of staff is responsible for managing complex company changes, ensuring smooth operations, and improving leadership efficiency. Organizations hiring for this role should start by identifying specific needs and key responsibilities, and then source candidates internally and externally, the Information reports. Executives should look for someone capable of strategic thinking and relationship building—someone who can be “an extra brain,” not just “an extra pair of hands,” a former chief of staff says. [The Information] • Building trust. How can team members build and repair trust in the workplace? They can start by understanding the three components of trust, says an organizational psychologist in the Harvard Business Review. The first is competence, which is built by demonstrating knowledge, skills, and reliability. The second is benevolence, which is expressed through genuine care for others’ interests. And the third is integrity, or exemplifying traits of honesty, fairness, and transparency. Rebuilding trust requires owning up to one’s mistakes and sharing plans to rectify them. [HBR] As a CEO’s chief of staff, you have a superpower: people pick up the phone when you call. On McKinsey.com • Executing the mission. Originally established in the White House, the chief of staff role has become a mainstay in C-suites across the world. The chief of staff’s primary purpose is to see that the CEO’s mission is executed, says McKinsey senior partner Andrew Goodman and coauthors. In the process of serving their principals, chiefs of staff can also pick up skills and knowledge to advance their own careers, the authors note. • A critical priority. Earning your principal’s trust is a top priority. The chief of staff is usually privy to the principal’s most sensitive concerns—both personal and professional. As such, chiefs of staff need to earn a higher degree of confidence than would have been necessary in previous supervisory relationships. Ultimately, a chief of staff’s greatest accomplishment is the one they help their CEO achieve. See eight practical tips for chiefs of staff that Goodman and coauthors have extracted from conversations with over 200 people who have excelled in that role. Get tips for managing the C-suite —Edited by Jermey Matthews, editor, Boston Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey" <publishing@email.mckinsey.com> - 01:49 - 30 May 2024

• How to foster a healthier, happier, and more productive workplace

  Re:think

  Making a difference in employee mental health ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON EMPLOYEE WELL-BEING Good employee mental health starts at the top Kana Enomoto It’s clear from the data: employees are struggling with burnout and mental health. What’s also clear is that organizations want to support their workforces’ mental health, both because it’s the right thing to do and because healthy employees are more productive, fulfilled workers. But for leaders, how exactly to create supportive work environments isn’t always as clear. At the McKinsey Health Institute (MHI), we define burnout as a phenomenon that happens when your job demands outstrip your resources to perform your job. It’s when you have too many things to do, and not enough tools, energy, or mind space to do them. Based on a survey of more than 30,000 employees from around the world, we know that about 20 percent of employees in the global workforce are experiencing symptoms of burnout. Burnout can contribute to alienation, distancing, exhaustion, and even cognitive impairment, and it puts people at risk for increased anxiety, depression, and substance use.   A particularly worrying trend is that young people are experiencing poor mental health at a much higher rate than their older counterparts. Of all the generations, Gen Z has consistently shown increasing rates of anxiety and depression. One in four Gen Zers McKinsey surveyed globally in 2022 self-reported poor mental health. That’s three times the rate of baby boomers. We know this not just through self-reporting but also through epidemiology. During the pandemic, there was a 50 percent increase in children showing up at emergency departments with suicidality. What’s behind this? Social media tends to be an easy scapegoat because increases in mental health problems appear in parallel to its rise. But there are other factors in play, like changes in social connection, family structures, and even our diets. “We see a 23 percent difference in the profitability of businesses whose employee engagement scores are in the top percentile compared with the bottom.” A recent academic report found that the top driver of mental health pressures in young people in the United States was a lack of meaning, purpose, and direction. Half of young adults in the survey said that their mental health was negatively influenced by not knowing what to do with their lives. This malaise in the workforce of the future is a concern for employers. Gen Z workers may be more prone to burnout because many are entering the workforce with preexisting high levels of stress. You have a large percentage of future workers showing signs of mental health distress, and a significant portion of current workers experiencing burnout. Employers have a lot to gain by helping provide solutions: our research shows that if employers proactively invest in employee health and well-being, there’s the potential to increase global GDP by up to 12 percent. So what can employers do? MHI has found that solutions to employee burnout frequently begin at the top. One of the leading causes of burnout is a toxic workplace. That means employees don’t feel supported, respected, or included. Leaders really need to look at the environment they’re creating for their workers. A global pharmaceutical company, for example, created a role modeling program for 250 leaders that aimed to help them understand how they’re communicating, supporting their employees, and creating a culture where people can thrive. Other companies have included specific targeted training in their onboarding programs, including buddy programs pairing new joiners with more experienced colleagues. It’s also up to leaders to create the vision and mission for organizations that younger workers can believe in. Gen Zers probably aren’t going to stay in a job for 40 years and retire with a gold watch. They believe they are meant to achieve something, to do something big and important, and when they don’t have that, they often feel an emptiness. This is an opportunity for C-suite leaders to support all their employees in feeling that connection to purpose and meaning in the workplace.  Our research indicates that if organizations can help people feel better, they’re also going to work better—and become an employer of choice for young professionals. We see a 23 percent difference in the profitability of businesses whose employee engagement scores are in the top percentile compared with the bottom. These are major bottom-line impacts for employers. Share Kana Enomoto’s insights ABOUT THIS AUTHOR Kana Enomoto is a partner and director of brain health at the McKinsey Health Institute. She is based in McKinsey’s Washington, DC, office. MORE FROM THIS AUTHOR Harnessing mindful philanthropy to improve population health Social entrepreneur Tyler Norris champions health advocacy through a wide range of leadership roles and global initiatives aimed at advancing physical, mental, social, and spiritual health for all. More  Gen Z mental health: The impact of tech and social media A new McKinsey Health Institute survey finds that Gen Z’s social media engagement can feel negative but can also help with finding mental health support and connectivity. More  UP NEXT Mark Patel on carbon removals To become an industrial segment in its own right, the carbon removals industry needs investment in innovation, technology, and infrastructure. Businesses that generate carbon credits based on removals have a lot to gain—an estimated $200 billion to $950 billion by 2050. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:07 - 29 May 2024

• Rejoignez-moi au Meetup des utilisateurs New Relic : Paris

  Bonjour MD,
  

  Rejoignez-nous à notre prochaine rencontre des utilisateurs, le mercredi 19 juin entre 14h00 et 17h30 pour un après-midi gourmand et bien sûr une conversation sur les données à L'Equiria de Paris ! Nous vous avons concocté un programme bien rempli où vous aurez l'occasion d'entendre nos ingénieurs locaux et de brillants clients.

  Vous découvrirez les nouveautés de New Relic dont Mobile User Journeys, Session Replay, AI Monitoring et New Relic AI. Et nous vous donnerons également un avant-goût de nos prochains aperçus limités, ainsi que notre feuille de route de ce que nous appelons la troisième phase de l'observabilité, Observability 3.0.

  Nous plongerons ensuite dans une série de conférences éclair sur :

  • Sidekick - l'enregistrement de scripts synthétiques
  • Les toutes dernières nouveautés de CodeStream
  • Le paramétrage des cookies dans les contrôles Synthetics
  • La présentation des visualisations personnalisées
  • Un zoom sur NRQL

  Pour terminer l'après-midi, nous remonterons le temps jusqu'en 2013 avec notre version du classique jeu électronique, « Flappy-Birds », animé par New Relic Browser, APM et Logs. Vous pourrez jouer sur votre appareil mobile et les scores s'afficheront en direct sur un tableau de classement. Les meilleurs scores seront récompensés.

  Nous terminerons la journée par une session de networking suivie d'une petite restauration et boissons.

  Réservez votre place dès maintenant. 

  N'oubliez pas d'apporter votre ordinateur portable. Nous avons hâte de vous retrouver !

  
  

  Cordialement, 

  Harry

  Harry Kimpel 

  Ingénieur principal des relations avec les développeurs - EMEA

  
  

  

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  by "Harry Kimpel" <emeamarketing@newrelic.com> - 05:19 - 29 May 2024