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• 🌍 Hire around the globe with Remote Talent

  🌍 Hire around the globe with Remote Talent

  Access top candidates worldwide and enhance your recruitment strategy with Remote Talent

  Hi MD,   The best candidate for your role could be anywhere in the world. But where do you even begin to find them?   With Remote Talent, we make it easy to find and connect with global talent. Imagine reducing the time spent filling open positions and cutting overall recruiting costs. Sounds great, right?   Here’s how Remote Talent can help: Expand your reach: Post your job and connect with thousands of global applicants. Over 2,000 new candidates join every week! Attract ideal candidates: Targeted listings with salary, location, and work style ensure you connect with remote candidates that fit your requirements. Optimize job listings: Get clear, compliant job listings out the door faster with AI. Enjoy transparent pricing: Eliminate hidden fees and ads to focus solely on recruiting the best talent. 🖼️ Picture this: Everything from attracting talent to payroll – all on one platform.   Try it free for 30 days and see what it’s all about. Start your free trial today! 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 All rights reserved.

  

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  by "Remote Team" <hello@remote-comms.com> - 10:46 - 16 Jul 2024

• Re: Co-operation Offers

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  by "SELFRIDGES" <thndexter@gmail.com> - 07:52 - 16 Jul 2024

• You're invited to our free online workshop series

  New Relic

  Up level your observability skills with our free 90 minute online instructor-led workshops featuring hands-on labs. Select from the sessions below or click here to view all upcoming and on demand sessions: The Fast Track to Becoming a Real User Monitoring Pro 31st July | 10am BST | 11am CEST  In this 60-minute webinar, learn how Real User Monitoring (RUM) creates a better understanding of how users interact with your websites and mobile apps. Register Now Exploring the Power of New Relic Browser Monitoring 8th August | 10am BST | 11am CEST Join us to learn how New Relic Browser Monitoring provides real-time visibility into web-application performance—and use that data to improve user experience. Register Now Proactively monitor availability and performance with New Relic synthetics 22nd August | 10am BST | 11am CEST Join us for an overview of synthetic monitoring and automated testing in New Relic. Leverage automated testing to find out where specific errors and slow pages are. Register now Dashboard techniques to visualise system and business performance 12th September | 10am BST | 11am CEST In this 90-minute workshop, you’ll learn dashboard design strategies, access best in class templates, discover how to create powerful charts and discover how to correlate different data sets. Register now 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 +44 20 3859 9190 Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2024 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> - 05:06 - 16 Jul 2024

• How promising are new carbon removal techniques?

  Only McKinsey

  Rocks, oceans, and other solutions  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can The lowdown on carbon removal In the news • Climate interventions. To help combat climate change, scientists are exploring technologies to manipulate the environment, such as preventing some solar radiation from reaching Earth and adding iron to oceans to move carbon dioxide to the seabed faster, although uncertainties remain about effectiveness and safety. In Iceland and Texas, massive machines aim to extract carbon from the air and store it underground—and many more such facilities are planned—the New York Times reports. [NYT] • Small but growing market. As carbon capture technology improves and the pressure to meet climate goals ratchets up, a market for carbon removal credits is taking shape. Some experts predict demand for these credits will surge as more industries seek to offset their emissions and governments continue to provide incentives and regulatory support. Several companies are developing standards to assess carbon removal credits, aiming to increase buyer confidence. [Reuters] By 2050, carbon dioxide removal could be a $1.2 trillion industry. On McKinsey.com • Economic accelerator. Carbon dioxide removal will ideally turn out to be a means of economic acceleration, as well as a critical tool in combating climate change, McKinsey senior partner Mark Patel explains on an episode of The McKinsey Podcast. Removal can play a crucial role in addressing hard-to-abate emissions from sectors reliant on fossil fuels or from activities that create emissions and are essential to daily life and economic growth, such as heating and lighting. • Gigatons of capacity. By 2030, McKinsey estimates that the world will need to have the capacity to remove roughly 0.8 to 2.9 gigatons of carbon dioxide per year in order to meet net-zero targets by 2050, Patel says. In comparison, the planet’s estimated carbon budget is at most 600 gigatons and has likely been passed or will be soon. The long-term goal, according to Patel, is to lower the cost of carbon removal to about $150 per ton, from the current cost of about $1,000 per ton for some technologies. Learn more about the future of carbon removal. Explore decarbonization strategies —Edited by Jana Zabkova, senior editor, New York Introducing McKinsey on Lives & Legacies This monthly series honors global leaders, innovators, and pioneers who have left an indelible mark on the business world. Each edition features new profiles of luminaries, highlighting their accomplishments and societal impact. Click to subscribe today  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> - 11:08 - 15 Jul 2024

• Introducing our 7-week series to excelling as a leader

  Become the most effective leader you can be ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  To further help our readers find the insights they need to thrive in today’s complex business environment, we were delighted last month to introduce McKinsey Publishing Guides, a free email series dedicated to personal and professional development. Since that time, tens of thousands of subscribers have engaged in our inaugural guide, and we’ve incorporated their feedback into our newest offering: “The McKinsey Publishing Guide to excelling as a leader.”  Being a leader is arguably more challenging than it’s ever been. This series features a concise set of emails—one per week, for seven weeks—focusing on the skills you need to become the most effective leader you can be. You’ll explore expert insights and advice on topics that should be at the top of your agenda, including gen AI, digital transformations, the changing talent landscape, growth and resilience, and more. 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.  At the end of this seven-week series, you’ll know how to: • Make better decisions • Rewire your company for long-term success • Navigate the talent landscape  • Prioritize growth … and much more Sign up now Looking for more professional development? In case you missed our first invitation, there’s still time to sign up for our inaugural guide—and to get in early on our fall series: • Click to sign up to “The McKinsey Publishing Guide to managing yourself and others” (available now, runs for 7 weeks) • Click to sign up to “The McKinsey Publishing Guide to problem solving” (coming in September, runs for 7 weeks) Or simply click here 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> - 10:54 - 15 Jul 2024

• Hiring for tomorrow’s jobs, today: A leader’s guide

  Leading Off

  Skills for hire ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD The mismatch between an organization’s people needs and the supply of available talent (or the lack thereof) is by no means a new problem for leaders and their companies. But given the rapid rise of generative AI (gen AI) and longer-term macroeconomic trends, it’s not poised to resolve itself anytime soon. In this current labor market and business environment, how can companies find people with the right skills, technical and otherwise, to succeed in the workplace? This week, we look closely at the merits of moving from credentials- to skills-based hiring and how companies can prepare today’s employees for the jobs of the future. AN IDEA Hire for skills, not diplomas While workers’ preferences and companies’ skill needs seem to be changing at breakneck speed, these issues are not just a pandemic-induced flash in the pan. After analyzing data from 30 advanced economies, McKinsey senior partners Chris Bradley, Olivia White, and Sven Smit and their colleagues explain that the nearly two-decade-long trend of tightening labor markets shows no signs of slowing down. With a dwindling surplus of excess workers, how can employers best address the talent shortages of today and tomorrow? According to the authors, companies would do well to focus on the employees they already have, by creating opportunities for mobility, upskilling, and reskilling and by offering more flexibility. Another just-as-important strategy is hiring based on skills, rather than on a candidate’s bona fides. By focusing on their own underlying skill needs, companies can better source certain skills (especially technical ones) and create opportunities for employees in traditionally untapped pools of talent. A BIG NUMBER ~12 million That’s the potential number of job transitions that Europe and the United States each could see by 2030. In a recent report from the McKinsey Global Institute, senior partners Dana Maor, Eric Hazan, and Sven Smit and their colleagues predict that changes in labor demand—due to trends ranging from AI and automation to infrastructure spending and aging populations—will require millions of employees to move from one job, or even one career path, to another. These shifts go hand in hand with changing demand for specific skills: namely, the technological, social, and emotional skills that the authors predict workers will need most in the future. A QUOTE “If you have the skills, no matter where you learned them, and you can do the work, you should be able to do the work.” That’s McKinsey’s Bryan Hancock on the philosophy behind skills-based hiring. In a recent episode of McKinsey Talks Talent, he and senior partner Brooke Weddle make the case for hiring based on the skills needed to succeed in a job, rather than on a college degree or work experience. With skills-based hiring at scale, one important place for companies to start is their approach to learning and development (L&D). “People are hiring for the most critical skill or the hardest-to-find skill. They’re not hiring for all of the skills in a given role,” Weddle says. “There’s a real role for L&D to give you all the other skills you need. There are things you haven’t learned since you haven’t been there for five years. That’s a core part of skills-based hiring, as well.” A SPOTLIGHT INTERVIEW In a working world that’s constantly evolving, mindset shifts are critical to success—for employers and employees alike. So says Deanna Mulligan, former chair and CEO of Guardian Insurance, in her book about closing the skills gap. On the employer side, she notes the importance of skills-based recruiting and hiring: “We can’t really rely on job titles and what people have done in the past to give us clues about whether they’ll be able to do jobs that don’t exist yet.” For employees, especially those who are starting out, a mindset of flexibility and resilience is essential to job success and satisfaction. “They’re not going to graduate with a degree in one area and be employed in that area for the rest of their lives,” Mulligan says of today’s youngest workers. “We’re all going to be learning, exploring, adding new skills to our portfolios. Changing jobs, changing careers.” NOTHING PERSONAL For all the value of skills-based hiring, there’s an important distinction to make between hiring for softer skills and hiring based on personality. With the former, soft skills can be harder to assess than other skills, but they are especially critical to organizations; meanwhile, the latter introduces a range of biases into the hiring process. Sure, personality hires have their charms: they are adept at building relationships and improving workplace culture, according to a recent survey. But they might also embitter more traditional hires who believe that charisma is valued more highly than quality of work, which can be bad for morale and for business. Lead by closing the skills gap. — Edited by Daniella Seiler, executive editor, Washington, DC Introducing McKinsey on Lives & Legacies This monthly series honors global leaders, innovators, and pioneers who have left an indelible mark on the business world. Each edition features new profiles of luminaries, highlighting their accomplishments and societal impact. Click to subscribe today  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 Leading Off 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 Leading Off" <publishing@email.mckinsey.com> - 04:39 - 15 Jul 2024

• Do you know which country has the highest level of gender equality?

  Only McKinsey

  4 myths about women’s careers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can The global gender gap In the news • More than a century. Without meaningful change, attaining full gender parity could take another 134 years, according to the World Economic Forum’s 2024 report on the global gender gap, released in June. One of the biggest gaps is in women’s representation and leadership in the workplace. Globally, women trailed men in virtually all sectors and economies studied, representing 42% of the labor force and about 32% of senior leaders. [WEF] • Slowing progress. CNBC reports that countries around the world have slightly narrowed the global gender gap, but progress is slowing, per a recent report from the World Economic Forum. Iceland, with 93.4% of its gender gap closed, is the world’s top country for gender equality. The leading region for gender equality is Europe, which has attained 75% gender parity. Elections being held in multiple countries could pave the way for greater equality, according to the study. [CNBC] For every 100 men promoted from entry level to manager, 87 women are promoted. On McKinsey.com • Underrepresented. Now in its ninth year, the Women in the Workplace report from McKinsey, in partnership with LeanIn.Org, is the largest study of women in corporate America and Canada. This year’s research reveals some hard-fought gains at the top, with women’s representation in the C-suite at the highest level it has ever been. However, with progress in the middle of the pipeline still lagging behind, coupled with a persistent underrepresentation of women of color, true parity remains painfully out of reach, McKinsey senior partner Lareina Yee and coauthors explain. • The broken rung. One common myth is that the glass ceiling represents the biggest barrier to women’s advancement. In reality, the “broken rung” at the first critical step up to manager is women’s greatest obstacle to reaching senior-leadership positions. Progress for early-career Black women remains the furthest behind, with only 54 Black women promoted for every 100 men. Discover four myths about women’s workplace experiences, and for a country-level exploration of the women’s health gap, which greatly affects working-age women, visit this McKinsey Health Institute interactive.    Dispel myths about working women —Edited by Belinda Yu, editor, Atlanta 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> - 01:12 - 15 Jul 2024

• The week in charts

  The Week in Charts

  Gen Z and ESG, credit unions, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored whether young consumers still value ESG, talent needs in shipbuilding, gen AI’s disruption of the software market, where credit unions rank among younger generations, and pressure on the consumer packaged goods industry. FEATURED CHART Gen Z ditching ESG? See more This week’s other select charts Shipbuilding talent may be adrift  Software’s byte of the gen AI apple  Credit unions’ youth dilemma  A perfect storm for consumer packaged goods  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 Week in Charts 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 Week in Charts" <publishing@email.mckinsey.com> - 03:59 - 13 Jul 2024

• Your meetings are ineffective. Here’s how to plan a better one.

  And make better decisions to boot ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   McKinsey Classics | July 2024 A leader’s guide to planning effective meetings We’ve all suffered through unproductive meetings—ones with too many people, too little useful information, and, ultimately, too few decisions being made during or immediately after them. (You’ve likely already had one of those kinds of meetings today.) And though it might seem tempting to simply hit “decline” the next time a meeting invite shows up in your inbox, you’d be better served by accepting the invitation—and attending a better-planned meeting. Here’s how to make that happen. Start by clarifying the meeting’s goal. This may seem obvious, but it’s an important line that often gets blurred once a meeting begins. Determine whether the goal of the call is to share information, discuss it, or make a decision. Likewise, clarifying roles ahead of the start time will help attendees know what they should be doing during the meeting and boost the odds of achieving the meeting’s goal. Decision making is paramount for any company, and productive meetings are where some of the best decisions happen. To help make sure your next meeting is meaningful, read Aaron De Smet, Gregor Jost, and Leigh Weiss’s 2019 McKinsey Quarterly classic, “Want a better decision? Plan a better meeting.” — Drew Holzfeind, editor, Chicago Make the most of your meetings Related Reading If we’re all so busy, why isn’t anything getting done?  Who is productive, and who isn’t? Here’s how to tell.  Author Talks: Charles Duhigg on how the best communicators ‘click’  Did You Miss Our Previous McKinsey Classics? How exceptional leaders lead Adopting a new behavior—and making it stick—requires a shift in mindset. Five simple exercises can help leaders become more aware of their own mindsets and better lead their teams. Lead better by shifting your mindset  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 Classics 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 Classics" <publishing@email.mckinsey.com> - 12:37 - 13 Jul 2024

• EP120: What do version numbers mean?

  EP120: What do version numbers mean?

  

  This week’s system design refresher: Concurrency Vs Parallelism! (Youtube video) What do version numbers mean? Looking for a Job? This Free AI Tool Can Get You More Interviews! Cybersecurity 101 in one picture What is k8s (Kubernetes)? SPONSOR US ✂️Cut your QA cycles down to minutes with automated testing (Sponsored)

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP120: What do version numbers mean? ByteByteGo Jul 13   READ IN APP   This week’s system design refresher: Concurrency Vs Parallelism! (Youtube video) What do version numbers mean? Looking for a Job? This Free AI Tool Can Get You More Interviews! Cybersecurity 101 in one picture What is k8s (Kubernetes)? SPONSOR US ✂️Cut your QA cycles down to minutes with automated testing (Sponsored) Are slow test cycles bottlenecking your dev teams’ release velocity? With QA Wolf, your organization can run entire test suites in minutes for faster feedback and developer confidence to ship. QA Wolf takes testing off your plate. They can get you: 80% automated test coverage in weeks—not years Unlimited parallel test runs 24-hour maintenance and on-demand test creation Zero flakes, guaranteed The benefit? No more manual E2E testing. No more slow QA cycles. No more bugs reaching production. With QA Wolf, Drata’s team of 80+ engineers achieved 4x more test cases and 86% faster QA cycles. 🌟Rated 4.8/5 on G2 Schedule a demo to learn more Concurrency Vs Parallelism! What do version numbers mean? Semantic Versioning (SemVer) is a versioning scheme for software that aims to convey meaning about the underlying changes in a release. SemVer uses a three-part version number: MAJOR.MINOR.PATCH. MAJOR version: Incremented when there are incompatible API changes. MINOR version: Incremented when functionality is added in a backward-compatible manner. PATCH version: Incremented when backward-compatible bug fixes are made. Example Workflow 1 - Initial Development Phase Start with version 0.1.0. 2 - First Stable Release Reach a stable release: 1.0.0. 3 - Subsequent Changes Patch Release: A bug fix is needed for 1.0.0. Update to 1.0.1. Minor Release: A new, backward-compatible feature is added to 1.0.3. Update to 1.1.0. Major Release: A significant change that is not backward-compatible is introduced in 1.2.2. Update to 2.0.0. 4 - Special Versions and Pre-releases Pre-release Versions: 1.0.0-alpha, 1.0.0-beta, 1.0.0-rc.1. Build Metadata: 1.0.0+20130313144700. Latest articles If you’re not a paid subscriber, here’s what you missed. A Crash Course on Distributed Systems A Crash Course in Database Scaling Strategies A Crash Course in Database Sharding A Crash Course on Microservice Communication Patterns A Crash Course on Cell-based Architecture To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Looking for a Job? This Free AI Tool Can Get You More Interviews! If you're looking for a job, you should check this out. My good friend Eric Cheng and his team have built a fantastic AI tool called Jobright.ai that makes your job search much easier. Here are some great features I wish I had when I was job hunting Try Jobright for Free Aggregates all jobs in one place (8 million in total / 400K new jobs daily) Match you with the right opportunities where you are a standout candidate Create customized resumes for each job in seconds. Automatically suggest past colleagues or alumni who can help with referrals. It's completely free right now Cybersecurity 101 in one picture Introduction to Cybersecurity The CIA Triad Common Cybersecurity Threats Basic Defense Mechanisms To combat these threats, several basic defense mechanisms are employed: Firewalls: Network security devices that monitor and control incoming and outgoing network traffic. Antivirus Software: Programs designed to detect and remove malware. Encryption: The process of converting information into a code to prevent unauthorized access. Cybersecurity Frameworks What is k8s (Kubernetes)? k8s is a container orchestration system. It is used for container deployment and management. Its design is greatly impacted by Google’s internal system Borg. A k8s cluster consists of a set of worker machines, called nodes, that run containerized applications. Every cluster has at least one worker node. The worker node(s) host the Pods that are the components of the application workload. The control plane manages the worker nodes and the Pods in the cluster. In production environments, the control plane usually runs across multiple computers and a cluster usually runs multiple nodes, providing fault-tolerance and high availability. Control Plane Components 1. API Server The API server talks to all the components in the k8s cluster. All the operations on pods are executed by talking to the API server. 2. Scheduler The scheduler watches the workloads on pods and assigns loads on newly created pods. 3. Controller Manager The controller manager runs the controllers, including Node Controller, Job Controller, EndpointSlice Controller, and ServiceAccount Controller. 4. etcd etcd is a key-value store used as Kubernetes' backing store for all cluster data.\ Nodes 1. Pods A pod is a group of containers and is the smallest unit that k8s administers. Pods have a single IP address applied to every container within the pod. 2. Kubelet An agent that runs on each node in the cluster. It ensures containers are running in a Pod. 3. Kube Proxy kube-proxy is a network proxy that runs on each node in your cluster. It routes traffic coming into a node from the service. It forwards requests for work to the correct containers. SPONSOR US Get your product in front of more than 500,000 tech professionals. Our newsletter puts your products and services directly in front of an audience that matters - hundreds of thousands of engineering leaders and senior engineers - who have influence over significant tech decisions and big purchases. Space Fills Up Fast - Reserve Today Ad spots typically sell out about 4 weeks in advance. To ensure your ad reaches this influential audience, reserve your space now by emailing hi@bytebytego.com   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 - 13 Jul 2024

• El potencial revolucionario de la IA generativa

  Además, nueve tendencias que definen el mercado de consumo global ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Destacados mensuales, julio 2024 La inteligencia artificial (IA) generativa tiene el potencial de alterar profundamente nuestra vida profesional y personal, afirma el pionero de Silicon Valley, Reid Hoffman, quien conversó con Lareina Yee, de McKinsey, en un nuevo episodio del pódcast At the Edge. En el artículo destacado de este mes, Hoffman explica por qué visualiza la tecnología no solo como una herramienta para tareas individuales, sino también como una herramienta que mejora la eficacia colectiva de los equipos, optimiza los flujos de trabajo y facilita la toma de decisiones dentro de las organizaciones. Otros temas destacados de la edición de este mes son: • Las nueve tendencias que definen el mercado de consumo global. • Las formas en que los líderes empresariales deberían abordar la rápida evolución del impacto de la IA generativa. • Seis formas en que los altos directivos pueden mejorar los procesos de asignación de recursos. • El futuro de la economía espacial. La selección de nuestros editores IA generativa: Una revolución industrial cognitiva Reid Hoffman, pionero de Silicon Valley, explica por qué deberíamos considerar la IA generativa como una “máquina de vapor de la mente” que promete alterar profundamente nuestra vida profesional y personal. Sintonícese  LOS DESTACADOS DE ESTE MES El estado del consumidor 2024: Cuál es ahora y qué sigue En medio de los enormes cambios que se están produciendo en el panorama del consumo, las empresas no pueden darse el lujo de confiar en los conocimientos de ayer sobre los consumidores. He aquí nueve tendencias que merecen especial atención. 9 tendencias clave Cómo gestionar los riesgos de la IA generativa La tecnología transformacional requerirá que cada miembro de una organización sea un profesional del riesgo. Analice el imperativo estratégico Mantenga la calma y asigne capital: Seis mejoras en los procesos Los procesos de asignación de recursos más eficaces son radicalmente sencillos. Convierta la estrategia en acción Los argumentos a favor del espacio La economía espacial se encuentra en un punto de inflexión. Aquí veremos cómo el espacio está transformando nuestra vida cotidiana de formas sorprendentes y cómo podría ayudar a los líderes a abordar algunos de nuestros retos empresariales y sociales más apremiantes en el futuro. Únase a la nueva carrera espacial Bias Busters: ¿El siguiente en la línea? Un enfoque estructurado para planear la sucesión Un grupo de trabajo a la antigua usanza puede ayudar a los consejos de administración a despersonalizar el proceso de selección de nuevos líderes Esté preparado Cómo definir su ‘verdadero norte’: Una hoja de ruta para una transformación exitosa La transformación, que alguna vez fue sinónimo de reducción de costos, ahora abarca objetivos más audaces. Al utilizar su estrategia como guía y cuatro líneas de trabajo como rutas, puede llevar su transformación al siguiente nivel y lograr que se mantenga. Cuatro flujos de trabajo para el rendimiento Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Delivering services to the public—digitally—with Jennifer Pahlka Rescuing the decade: A dual agenda for the consumer goods industry The case for doubling down on refining reliability now Digital transformation: Health systems’ investment priorities From AI to Impact: Capabilities powering Lighthouses’ 4IR adoption Harnessing analytics and AI to shape the future of mobility retail When failure is an option: How to foster innovation and learning across your organization Workers wanted: How to fill the skilled-trade shortage The myth of an enduring index premium EXPLORE: 2023 ESG report We are driving measurable progress on sustainable and inclusive growth in the societies where we operate. Our 2023 ESG report details how we are 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 To learn how to shift your mindset in service of stronger, more purposeful leadership, read Johanne Lavoie’s 2014 classic, “Lead at your best.” Rewind The CEO Shortlist Four of our best new ideas for the C-suite. Subscribe now — Edited by Eleni Kostopoulos, managing editor, New York Introducing McKinsey Publishing Guides Sign up for McKinsey’s first-ever email series dedicated to your professional development—on topics such as management, leadership, and problem solving. Learn more  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:43 - 13 Jul 2024

• Managing data better to unlock value from gen AI

  Three actions to scale gen AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ON CREATING SUSTAINABLE AND INCLUSIVE GROWTH This week’s headline findings • To make the best use of AI, organizations need high-quality data, but it isn’t always available. Here are some ways to address the problem. • Although productivity has been down for about a decade, economists are seeing glimmers of a potential turnaround. • As populations continue to age, governments and businesses should consider harnessing the power of healthy longevity to bring positive change. Do these insights resonate with you? What else should we be writing about now? Tell us by emailing insightstoimpact@mckinsey.com. Poor-quality data can lead to inaccurate outputs, costly fixes, and a loss of user trust. Organizations struggle to process unstructured data sets, and that increases the chance of errors. In a recent McKinsey survey, 70 percent of top performers said they had difficulties integrating data into AI models. Senior partner Kayvaun Rowshankish and coauthors say moves that can help organizations remedy these problems, and scale generative AI (gen AI), include improving the quality and readiness of data for gen AI use cases; utilizing gen AI to build better data products, such as a 360-degree view of a customer; and safeguarding data at every step to mitigate risk and maintain high standards. Productivity has slowed over the past decade or so, but AI could be a game changer in reviving it, Chad Syverson, an economist at the University of Chicago Booth School of Business, explains in an episode of the McKinsey Global Institute’s Forward Thinking podcast. Why does the slowdown matter? Because if productivity growth had remained high, US GDP would be up roughly 35 percent from current levels, Syverson says. But there are glimmers of a potential turnaround: since the end of the COVID-19 pandemic, labor market dynamism and business formation have picked up, and Syverson says optimism about new technologies such as AI and biotech could be part of the reason. The world needs to shift its thinking on populations getting older, moving from the idea of an aging society to that of a longevity society, economist, author, and longevity expert Andrew J. Scott tells Ellen Feehan, a McKinsey partner and coleader of the McKinsey Health Institute’s healthy longevity team. Remarkably, in high-income countries, half of all children are likely to live into their late 80s or early 90s—but it’s important to make sure people remain productive and engaged as they age, Scott says. Businesses should recognize older workers as important contributors and find ways to retain them, a strategy that will yield benefits for the whole company, he explains. People also should strive to keep their biological age as low as possible by living a full, healthy life, no matter their chronological age.  OTHER FINDINGS OF NOTE • Senior partner Tomas Nauclér and coauthors say climate technology can help cut global carbon emissions, but the key is to lower costs enough so that companies don’t have to add a “green premium” to the price of their products. Such cost cutting was the focus of McKinsey’s recent Green Business Building Global Summit in Stockholm. • Activist investors tend to boost a company’s stock price for a few years, but often not in the long term, partner Joseph Cyriac and coauthors explain, based on an examination of about 170 shareholder activist campaigns over the past ten years. • Partners Federico Berrutti and Oana Cheta explain how advanced digital technologies, including AI, could allow companies to offer better customer experiences at lower costs. WHAT WE’RE READING A recent edition of Author Talks, currently exclusive to the McKinsey Insights app, features Aram Sinnreich discussing the new book he cowrote with Jesse Gilbert, The Secret Life of Data: Navigating Hype and Uncertainty in the Age of Algorithmic Surveillance (MIT Press, April 2024). Sinnreich, a professor at American University, explains one of the book’s central tenets: data is not inherently neutral or objective, as all data systems contain flaws or biases. Data surveillance, AI, and algorithms are taking on ever more importance, with potentially ominous implications. The interviews and research got so heavy that he and his coauthor “experienced depression and paranoia,” Sinnreich says—but they came out of the process optimistic about humanity’s resilience in a data-obsessed world. The case study collection Rewired in Action illuminates companies that have launched digital transformations to build value. Supported by technical and industry expertise from McKinsey, these organizations have changed their trajectories through the integration of digital and AI. — 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> - 12:14 - 12 Jul 2024

• Our biggest ideas in 2023–24

  The Shortlist

  4 new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   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 This is our last voyage at the helm of the good ship CEO Shortlist. We’re very pleased to turn the newsletter over to two new leaders at McKinsey. Alex Panas is our new global leader of industry sectors. He previously led our Advanced Industries and Private Capital Practices and was a member of our board. Axel Karlsson is the new global leader of functional practices and a senior partner in the Stockholm office. For many years, he led our Technology, Media & Telecommunications and Operations Practices. In this edition, we’re sharing four of our most popular articles from the past two years. These takes are aging pretty well, we’re pleased to say. For us, they have been the highlights of an amazing journey. We’ve so enjoyed bringing you the best of McKinsey’s ideas and hearing from you about what you liked—and didn’t. We’re really looking forward to seeing where Alex and Axel take us. And we’re confident you’ll continue to enjoy the read. —Liz and Homayoun What’s new What will gen AI be worth to business? It’s the question of the day, or maybe of a generation. The McKinsey Global Institute took a crack at some answers, and readers have responded—this is McKinsey’s most popular report of the past two years. Find out what gen AI can do for your bottom line in The economic potential of generative AI: The next productivity frontier, by Michael Chui and coauthors.  What’s now Gen AI has crashed the party. That was one of the first findings of the McKinsey Technology Council’s 2023 roundup of trends in tech. The council then estimated the potential for value creation in applied AI, advanced connectivity, green technologies, and many other arenas—and laid out some strategies for how to achieve it. Watch for the 2024 edition of our Technology Trends Outlook, publishing this month. In the meantime, get a reminder of gen AI’s potential with McKinsey Technology Trends Outlook 2023, by Michael Chui and coauthors. What’s next Can gen AI play a role in building the organization? You better believe it. That’s one of ten seismic shifts we explored in our State of Organizations 2023 report. Companies are already using AI to create sustainable talent pipelines, drastically improve ways of working, and make faster, data-driven structural changes. What’s next? Get smart about the companies of today and tomorrow with The State of Organizations 2023, by Dana Maor and coauthors. What’s needed What matters most? Every year, we talk with hundreds of CEOs about their plans and priorities, successes and struggles. And every year, we collect the wisdom of that illustrious crowd in an article (here are the 2021 and 2022 editions). At the end of 2023, CEOs were thinking about gen AI, superpowers, geopolitics, and more. Halfway through 2024, CEOs tell us these are the topics they’re still thinking about—and acting on. Reorder your world with “What matters most? Eight CEO priorities for 2024,” by Homayoun Hatami and Liz Hilton Segel. 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> - 04:32 - 12 Jul 2024

• What four industries could realize early value from quantum tech?

  Only McKinsey

  McKinsey’s Quantum Technology Monitor ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Advancements in quantum tech In the news • Quantum tech gets practical. Although it could take ten years or longer for quantum computers to become powerful enough to crack today’s encryption codes, some companies have already developed machines that can solve complex calculations that stump conventional computers, the Wall Street Journal reports. Such breakthroughs are prompting the academic and business worlds to investigate practical uses for quantum computing, including helping travelers catch their connecting flights by optimally assigning airplanes to gates. [WSJ] • Quantum-computing capabilities. Governments and businesses are rushing to develop stable, affordable quantum computers and software, a tech executive notes in the Hill. Because quantum computers can be exponentially more powerful than conventional ones, the tech may enable faster innovation in climate science, pharmaceuticals, and other fields. Quantum computing could also break current encryption methods as the tech matures. China, Europe, and the US are leading global efforts to sponsor quantum tech. [The Hill] Public investments in quantum tech increased more than 50% over 2022, making up almost a third of all investments in quantum tech. On McKinsey.com • Trillions in value. There’s growing momentum in quantum tech, underscored by a year of strong funding and significant advances, McKinsey senior partner Rodney Zemmel, global leader of McKinsey Digital and firmwide AI transformation, and coauthors share. Quantum computing is likely to have an early effect on four sectors: chemicals, life sciences, finance, and mobility. Together, these industries could gain up to $2 trillion by 2035, reveals updated McKinsey analysis for the third annual Quantum Technology Monitor. • Quantum talent. The analysis found a notable increase in quantum-tech programs offered by universities, with the EU taking the lead in the number of graduates in quantum tech–related fields. That helps explain why scientists from EU institutions contributed most often to quantum tech–relevant publications. Globally, there were about 367,000 people who graduated in 2023 with quantum tech–relevant degrees. Read the full report to discover the latest developments in the quantum-tech market. Get our quantum-tech report —Edited by Belinda Yu, editor, Atlanta 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> - 01:08 - 12 Jul 2024

• Unpacking the mysteries of productivity

  The secret sauce ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Unpacking the mysteries of productivity Leading economist Chad Syverson speculates about the ingredients in productivity’s secret sauce. The secret sauce Prefer audio? Listen to the podcast, and explore past episodes of the The Forward Thinking Podcast. Subscribe via Apple Podcasts or Spotify. Related Reading Investing in productivity growth  Help wanted: Charting the challenge of tight labor markets in advanced economies  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> - 12:15 - 11 Jul 2024

• A Crash Course on Distributed Systems

  A Crash Course on Distributed Systems

  

  A distributed system is a collection of computers, also known as nodes, that collaborate to perform a specific task or provide a service. These nodes are physically separate and communicate with each other by passing messages over a network. Distributed systems can span geographical boundaries, enabling them to utilize resources from different locations.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	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 Distributed Systems ByteByteGo Jul 11 ∙ Preview   READ IN APP   A distributed system is a collection of computers, also known as nodes, that collaborate to perform a specific task or provide a service. These nodes are physically separate and communicate with each other by passing messages over a network. Distributed systems can span geographical boundaries, enabling them to utilize resources from different locations. Distributed systems have several characteristics that distinguish them from traditional centralized systems: The computers in a distributed system are physically separate and connected via a network. They do not share a memory or a common clock. From an external perspective, a distributed system appears as a single, unified entity to the end user. Distributed systems offer the flexibility to add or remove computers from the system. The nodes in a distributed system need to coordinate and agree with each other to perform actions consistently. Nodes in a distributed system can fail independently, and messages can be lost or delayed over the network. Distributed systems are ubiquitous in our daily lives. Examples include large web applications like Google Search, online banking systems, multiplayer games, etc. These systems leverage the power of multiple computers working together to provide a seamless and responsive user experience. In this post, we’ll explore the benefits and challenges of distributed systems. We will also discuss common approaches and techniques used to address these challenges and ensure the reliable operation of distributed systems. Understanding Distributed Systems  The term “distributed systems” can sometimes confuse developers. ... Unlock 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 - 11 Jul 2024

• It's not too late to register - Effective Care Rostering: Using Capacity Planning and Dependency-Driven Resourcing

  OneAdvanced

  Register Today Powering the world of work Effective Care Rostering: Using Capacity Planning and Dependency-Driven Resourcing Find out how effective care rostering could help your organisation today by registering for our webinar. Register Now Dear MD Abul, Today is our latest webinar, "Effective Care Rostering: Using Capacity Planning and Dependency-Driven Resourcing," designed to enhance your understanding and skills in managing care schedules efficiently. This session will provide valuable insights into optimising your workforce and ensuring high-quality care delivery. Join us to explore innovative strategies and practical tools that can transform your care rostering process. Our expert speakers will guide you through the principles of capacity planning and dependency-driven resourcing, with a focus on real-world applications. Register here. Kind regards The OneAdvanced Care Team Social Care Software | OneAdvanced P.S Feel free to forward this email to people in your organisation who may benefit from watching this webinar Register Now Connect with us © 2024 Advanced Computer Software Group Ltd. The Mailbox, 101 Wharfside Street, Birmingham, B1 1RF United Kingdom. All rights reserved Unsubscribe Contact Us Privacy Click here to view this email in a web browser

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  by "OneAdvanced Care" <socialcare@oneadvanced.com> - 05:49 - 11 Jul 2024

• Does your government meet your customer service expectations?

  Only McKinsey

  3 priorities for civil servants ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Improving the citizen experience In the news • Less satisfied US consumers. US customer experience is trending down for a third consecutive year, according to a study of about 98,000 consumers’ views of  223 brands, the Wall Street Journal states. Although problems stemming from the pandemic, such as long shipping times, are generally fading away, today’s customers are questioning the value of the products they’re still paying high prices for, says one analyst. Still, the shift in perception is “mostly . . . from positive to neutral,” the analyst adds. [WSJ] • Declining faith in UK government. The Financial Times reports that trust in the UK government is at a historic low as discontent with public health services reaches a record high, per a recent National Centre for Social Research survey. Forty-five percent of respondents said that they would “almost never” trust government leaders to prioritize the good of the country over the ambitions of their political parties. That’s the highest share since the survey first posed the question, in 1986. [FT] In the US, every percentage-point increase in customer satisfaction with a federal agency increases trust in that agency by as much as two percentage points. On McKinsey.com • Improving engagement. Today’s civil servants face a growing burden of challenges, including declining trust in government. Against this backdrop, many government agencies are straining to deliver program benefits and meet the public’s rising expectations of customer service. The good news is that systematically tackling shortcomings in customer and citizen experience can help increase trust in government and reduce costs, with technology platforms being a key enabler, McKinsey senior partner Andrew Pickersgill and coauthors explain. • Red tape resolution. Adopting new technology in the public sector is often stymied by complex bureaucratic processes, but governments shouldn’t ignore the positive transformations that digital and AI tools can bring. To help accelerate user adoption, the public sector can develop critical capabilities such as aligning top leadership and agencies on a business-led road map, fine-tuning existing processes to acquire the right digital talent, and creating and deploying agile teams. Explore three imperatives for civil servants. See three public sector priorities —Edited by Belinda Yu, editor, Atlanta 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> - 01:24 - 11 Jul 2024

• Technology can make work more interesting

  Re:think

  How companies can support workers to propel productivity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON PRODUCTIVITY Work is going to get harder. But it will also be more fun. Aaron De Smet The US productivity rate jumped in the fourth quarter of 2023, creating a little buzz about whether AI, and specifically generative AI (gen AI), is showing up in the output numbers. Then, the rate slowed sharply in the first quarter of 2024, suggesting that it might be too soon to see dramatic productivity gains from AI and gen AI.  While there isn’t a clear trend yet, it’s likely that a mix of technology—from old-fashioned analysis of high-quality data to machine learning and other large language models—is positive for productivity. Tech can help workers achieve better results in the same or less amount of time, and, yes, gen AI has been powering automation gains for some time. That’s one part of a more robust productivity scenario. The other is that companies are figuring out the postpandemic hybrid model that works best for them. It’s typically a flexible model whereby people can be in the office working with colleagues in person some of the time and be remote other times. When done correctly, this model typically results in higher productivity than would a mandate that forces employees to always be on-site or never on-site, McKinsey research shows. Some leaders are still uncomfortable with the hybrid model, but they’ve accepted that they’re likely never going back to the prepandemic way of working.  Higher productivity would certainly be welcome news for corporate leaders. But there’s an even bigger picture. Gen AI is more than an output enhancer; it’s going to reshape all kinds of jobs as more repetitive tasks and some knowledge work tasks are done by machines or large language models. Of course, many people will still do jobs that involve physical labor, though they too will likely be assisted by gen AI.  In this new reality, employees across industries and roles—not just tech workers but also healthcare workers, educators, and middle managers—can be freed up to focus on work that involves the human-centric skills of judgment, innovation, creativity, and collaboration. Workers who are creators and heavy users of gen AI, in fact, told us in a recent survey that they need to build higher-level cognitive and social–emotional skills to do their jobs, more than they need to build technological skills.  .  “This moment is both exciting and a little scary for everyone. People are on a journey, moving to a place where they may no longer do the easy tasks at work.” This moment is both exciting and a little scary for everyone. People are on a journey, moving to a place where they may no longer do the easy tasks at work. Humans will be doing the challenging work, the fun work, and the interesting work. But because it’s going to be harder, people need to thrive and not just feel an absence of burnout. To be clear, hard work doesn’t necessarily take more hours or lead to more stress. Perhaps it can be done in less time, with more flexibility. How to make that happen is a big challenge for organizations, which face head-spinning demands to innovate, adapt to volatility, respond to disruptions, and simply move faster.  Traditionally, companies have cared about employees’ ability to thrive only when the flashing red light of burnout starts to affect safety, absenteeism, or attrition. But now, as work becomes more innovative and collaborative, organizations can be more proactive in attracting and retaining the best people. We’ve found that an organizational culture of thriving inspires people to be more creative in their problem-solving and that it benefits performance writ large.  Thriving organizations focus on ways to maximize healthy work environments, team effectiveness, and well-being. To do so, they move away from traditional practices of measuring productivity by inputs, outputs, and activities and toward supporting outcomes and results. The brute-force tactic of having employees grind it out or muddle through work as a proxy for value is not going to cut it anymore. These companies also shift performance management away from corrective action and toward actions that improve performance, such as coaching top performers as well as those who need more help.  Gen AI is ushering in a huge shift, along the lines of the Industrial Revolution. The challenge for companies is to figure out how to make this technology work for their employees, guiding them toward good outcomes and managing the downside risks. Organizations can’t ignore change, slow it down, or pretend it’s not happening. If your strategy is to slow down the pace of change in the world, good luck. I want a company that says, “Boy, changes are coming fast and furious. We better learn to be more nimble, adaptable, innovative, and creative.”  . Share Aaron De Smet’s insights ABOUT THIS AUTHOR Aaron De Smet is a senior partner in McKinsey’s New Jersey office. MORE FROM THIS AUTHOR 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. More  Gen AI talent: Your next flight risk Active users of gen AI are high value and in demand—and in many cases, poised to quit. New research reveals how to attract them, keep them engaged, and motivate them to stay put. More  UP NEXT Alexis Trittipo on climate adaptation Mitigating climate change is not enough; adapting to it is also crucial. It requires technological and behavioral changes from businesses and society that must begin today. 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> - 02:46 - 10 Jul 2024

• Re: PRODUCT INQUIRY

  Dear Sir/Madam,
  
  I am Ana Sofia from ACCIONA S A GROUPS   in Spain. We wish to place a new Order. Can you have someone in the procurement department write us in return mail? Kindly advise your ETD if the order is sent to you early next week. I will have to forward our PO and specification immediately to place a trial order after confirmation.
  
  Awaiting your feedback to proceed.
  
  Best Regards
  
  Ana Sofia,
  Purchase Manager,
  ACCIONA S A GROUPS.
  Herrería 16, Monachil

  Granada Spain,
  E-mail:anasofia0041@gmail.com 

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  by "Ana Sofia" <g.galletti@bioside.it> - 08:58 - 10 Jul 2024