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by "Remote" <hello@remote-comms.com> - 04:02 - 18 May 2023

Quantum computing is one of the next big tech trends. Here’s what you should know.

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

The promise of quantum computing

In the news

•

Revealing commercial value. A lot of quantum research focuses on demonstrating “quantum advantage”—or showing off the complex calculations that quantum computers can perform that aren’t possible on classical computers. But unless investors and researchers prove the commercial advantages of quantum computing, executives might not understand the technology’s real-world applications. This could include quickly optimizing an investment portfolio to make better-informed investment decisions. [MIT]

•

Cracking encryption codes. Governments and companies have invested billions of dollars in start-ups developing quantum-computing technology. Behind the rush of investment is the realization that quantum computers could someday decode many popular encryption methods used by individuals and companies worldwide. While today’s version of a quantum computer is roughly the size of an oil barrel and could be years away from cracking encryption algorithms, IT security specialists say that all organizations that handle sensitive data need to prepare now. [FT]

Quantum computing alone—just one of three main areas of emerging quantum technology—could account for nearly $1.3 trillion in value by 2035.

On McKinsey.com

•

Powerful potential. Given their ability to do simultaneous calculations, quantum computers are poised to change the way companies solve complex problems, explain McKinsey senior partner Mark Patel and colleagues. In 2019, a quantum computer solved a problem in 200 seconds—the same problem would have taken a classical computer more than 10,000 years! Quantum computers may not be readily available just yet; by 2030, only about 5,000 quantum computers will be operational, McKinsey estimates. Even so, quantum technologies are already being used in the cloud and in conjunction with classical computing.

•

Preparing for the future. While many industries stand to gain from quantum computing’s capabilities, the most immediate progress could be seen in the chemical, pharmaceutical, automotive, and finance industries. However, to harness the full power of quantum computing, companies need to focus on developing a talent pipeline and closing existing skills gaps. For instance, McKinsey research has found that for every three job openings in quantum technology, there is only one qualified candidate. Explore four capabilities that differentiate quantum computers from classical computers.

See what quantum computing can do

— Edited by Gwyn Herbein, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:50 - 18 May 2023

A versatile temperature monitoring software used across industries to monitor temperature conditions in real-time

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by "Remote" <hello@remote-comms.com> - 04:47 - 17 May 2023

Lessons in resilience from Ukrainian businesses

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

Enduring Ukrainian businesses

In the news

•

Rebuilding Ukraine. In 2022, the Ukrainian economy contracted 30%, but thanks to citizens’ resourcefulness and investment from allies, it’s still standing. To stimulate economic growth, Ukrainian executives will likely need to secure credit, take chances, and expand their businesses into new overseas markets. After the war, the potential return of millions of refugees could also promote growth, a Kyiv-based economist says. The cost to rebuild Ukraine is expected to reach $411 billion over the next decade. [Reuters]

•

Sector under siege. Ukraine’s metal industry once provided a third of the country’s exported goods. But with Russian troops occupying some key industrial regions, factory workers are contending with ongoing blackouts, broken equipment, and blocked ports in the Black Sea. Metal production is down by roughly 65% since the invasion, according to an industry group and Oxford Economics. Still, Ukrainians are enterprising and will always find a way to keep going, the CEO of a Ukraine-based international steel and mining business says. [AP]

Ninety percent of Ukrainian companies that suffered physical damage to facilities remained open or reopened quickly.

On McKinsey.com

•

Resilient operations. For more than a year, Ukrainian businesses and citizens have endured a 600-mile front line with territories under regular shelling, energy infrastructure attacks, disrupted fuel supply chains, and damaged refineries. Yet Ukraine’s businesses have operated with surprising resiliency, explain McKinsey partner Mihir Mysore and coauthors. Out of more than 100 Ukrainian companies surveyed, only 2% have completely suspended operations because of the Russian invasion.

•

A broader purpose. McKinsey interviews with Ukraine’s top executives reveal four critical areas of focus. Many leaders have prioritized keeping employees safe and maintaining morale and motivation. Employees working in companies that significantly emphasized values and purpose were much likelier to keep showing up to work. In fact, two-thirds of companies have maintained more than 90% of their workforce a year into the conflict. Understand how Ukrainian businesses are navigating the war.

See lessons from Ukraine

— Edited by Belinda Yu, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:49 - 17 May 2023

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[Online workshop] Troubleshoot faster with distributed tracing

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Opportunity still knocks for multinationals in China. How can leaders rethink their businesses?

On Point

TODAY’S NEWS. TOMORROW’S INSIGHTS.
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

A new era for MNCs in China

In the news

•

Keeping a low profile. US executives attending a global meeting of business leaders and policy makers, held each year in Beijing, are navigating rising geopolitical tensions. The conference represents a chance for many CEOs to examine the China arm of their businesses after roughly three years of COVID-19 lockdowns. Most Western leaders are laying low and steering clear of public events. In private, though, many CEOs will likely assert to Chinese leaders that doing business in China comes with high operational risks, said one China expert. [WSJ]

•

More turbulence, higher stakes. Investors and companies are navigating a complex global landscape due to protests, economic uncertainty, and continuing unrest. Smaller bursts of disruption can cause temporary impacts on markets, but relationship breakdowns between major players portend bigger consequences. Companies are managing by restructuring their supply chains, including making them shorter and more diversified. Some are also seeking advice from second-career intelligence experts and diplomats. [WaPo]

“If the Chinese market grows at 2% between now and 2030, it will add the equivalent of India’s entire GDP today to China’s GDP. That’s on the low end.”

On McKinsey.com

•

Competing in China. Even amid geopolitical tensions and increased climate risk, China still represents significant opportunities for growth for multinational companies (MNCs) if they adjust their strategies, explain McKinsey Global Institute (MGI) director Kweilin Ellingrud and MGI partner Jeongmin Seong in an episode of the Future of Asia Podcast. Over the past decades, China’s real GPD grew at an average of almost 10% per year, Ellingrud says. Paying attention to the nation’s changing demographics and consumer preferences are just two of the ways companies can compete .

•

Strategy shifts. The China market is growing faster than most mature countries worldwide. As MNCs reassess their businesses for a new era, one aspect leaders are exploring is supply chains. Some companies are investing in broader Asia, but not factories in China. Others are renewing their commitment to China, increasing investment where necessary, Seong shares. See six dimensions MNCs should consider as they make different choices going forward in China.

Understand how to win in China

— Edited by Gwyn Herbein, editor, Atlanta

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 16 May 2023

Keep Temperature Sensitive Goods at the Right Temperature with Temperature Monitoring Software

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