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• Advanced Anti-Counterfeit Solutions for Documents and Packaging

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  by "Brian" <Brian@hublioglobal.com> - 01:04 - 23 May 2025

• [LAST CALL] The CF Connect Replay goes away tonight!

  Comes down at 11:59PM and goes into the vault.

  This is it…   The ClickFunnels Connect Replay comes down TONIGHT at 11:59PM!!    and once it’s gone… Who knows when it will come back!  Could be collecting dust in the vault for years before this comes out again!    So…. Don’t miss it!   AND… Russell made a big announcement about what’s next for the ClickFunnels community!   WATCH THE CF CONNECT REPLAY BEFORE MIDNIGHT TONIGHT >> From the surprise announcement Russell dropped at the start…   To the frameworks, strategies, and behind-the-scenes insights that had the whole chat blowing up…   This stream was packed!!   We’ve had so many messages from people saying,   “Why didn’t I know this already?”   “This changes how I’m running my funnel.”   “I’m rewatching that McCall segment again right now.”   This is the kind of replay you’ll wish you had access to late… But it disappears in just a few hours!!   Don’t miss it a second time!   WATCH THE CF CONNECT REPLAY BEFORE MIDNIGHT TONIGHT >>   To your success!   Todd Dickerson © Etison LLC    By reading this, you agree to all of the following: You understand this to be an expression of opinions and not professional advice. You are solely responsible for the use of any content and hold Etison LLC and all members and affiliates harmless in any event or claim.   If you purchase anything through a link in this email, you should assume that we have an affiliate relationship with the company providing the product or service that you purchase, and that we will be paid in some way. We recommend that you do your own independent research before purchasing anything.   Copyright © 2018+ Etison LLC. All Rights Reserved.   To make sure you keep getting these emails, please add us to your address book or whitelist us.  If you don't want to receive any other emails, click on the unsubscribe link below.   Questions? Here's our Support and Terms

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  by "Todd Dickerson" <noreply@clickfunnelsnotifications.com> - 12:50 - 23 May 2025

• Charting a course through today’s tariff landscape

  On McKinsey Perspectives

  A nerve center can help ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Steering through uncertainty In the news • Expect the unexpected. As companies grapple with shifts in tariffs and other disruptions, corporate leaders are wondering how they can plan for the future amid continual uncertainty, the Financial Times states. Organizations have long used scenario planning to envision a range of potential outcomes, considering factors such as economic developments and technological advancements. In today’s environment of rapidly evolving risks, companies must now focus on “having a series of plays ready” rather than on “getting the forecast right,” according to one expert. [FT] • Uneasy CEOs. The chief executives of many leading US companies say that ongoing changes in trade policy have made it “virtually impossible” to plan ahead and are eroding consumer confidence, The Wall Street Journal reports. Three major US air carriers, noting that leisure travel has already declined, withdrew their full-year projections due to the challenging economic conditions that make forecasting too difficult. One CEO expects that high levels of uncertainty will result in reduced hiring and decreased economic output. [WSJ] A nerve center can help companies move from a focus on immediate tactical responses to more comprehensive plans balanced across time frames. On McKinsey.com • Expanding tariffs. Geopolitical tensions have been growing for years, but the recent surge in trade controls and tariffs has been swift and intense. The impact on businesses is high, unevenly distributed, and likely to remain that way, McKinsey’s Cindy Levy, Mihir Mysore, Shubham Singhal, and Varun Marya explain. In the auto industry, for instance, the number of parts made in various countries differs by car model, making the effects of tariffs highly variable and unpredictable for individual automakers—and creating ripple effects through their supply chains. Many other sectors, as well as specific regions, face similar issues. • Three key tasks. Given the complex nature of global trade, business leaders realize that they can’t use traditional forecasting and planning methods to define a path forward. One potential solution is a geopolitical nerve center: a central hub of cross-functional teams that follows the latest developments in global trade, plans across multiple time horizons, and coordinates the response to enable fast decision-making. Learn how companies can set up a geopolitical nerve center and begin to build more thorough plans in response to rising tariffs. Navigate changing tariffs —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 email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:18 - 23 May 2025

• Xingchen Intelligent electric window opener

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  by "HZXC4" <HZXC4@xingchenIntelligent.com> - 10:13 - 22 May 2025

• API Gateway vs Service Mesh - Which One Do You Need

  API Gateway vs Service Mesh - Which One Do You Need

  

  In this article, we look at both API Gateways and Service Mesh in detail, along with their key differences and usage goals.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. Engineering Trade-offs: Eventual Consistency in Practice Messaging Patterns Explained: Pub-Sub, Queues, and Event Streams Synchronous vs Asynchronous Communication: When to Use What? Domain-Driven Design (DDD) Demystified Coupling and Cohesion: The Two Principles for Effective Architecture To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid API Gateway vs Service Mesh - Which One Do You Need ByteByteGo May 22 ∙ Preview   READ IN APP   Modern software systems rarely live in isolation. Most applications today are stitched together from dozens,  sometimes hundreds, of independently deployed services, each handling a piece of the puzzle. This helps create smaller units of responsibility and loose coupling. However, the flexibility comes with a new kind of complexity, especially around how these services communicate. In a monolith, in-process function calls stitch components together. In a service-based world, everything talks over the network. Suddenly, concerns that were once handled inside the application, like retries, authentication, rate limiting, encryption, and observability, become distributed concerns. And distributed concerns are harder to get right. To manage this complexity, engineering teams typically reach for one of two patterns: the API gateway or the service mesh.  Both aim to make communication between services more manageable, secure, and observable. But they do it in very different ways, and for different reasons. The confusion often starts when these tools are treated as interchangeable or when their roles are reduced to simple traffic direction: "API gateways are for north-south traffic, service meshes are for east-west." That shortcut oversimplifies both and sets teams up for misuse or unnecessary overhead. In this article, we look at both API Gateways and Service Mesh in detail, along with their key differences and usage goals. What is an API Gateway?... Continue reading this post for free in the Substack app Claim my free post Or upgrade your subscription. Upgrade to paid   Like Comment Restack   © 2025 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 22 May 2025

• [FINAL CHANCE] The CF Connect Replay disappears tomorrow!

  Did you see Russell’s announcement yet?

  Just a quick heads up…   The ClickFunnels Connect Replay is coming down tomorrow (Friday) at 11:59PM.   This was one of the highest-value livestreams we’ve ever done.  It wasn’t a pitch… It was just PURE VALUE content!    AND… Russell made a really cool announcement about how we are going to meet other Funnel Hackers now that FHL is not happening…    WATCH THE FULL CLICKFUNNELS CONNECT REPLAY WHILE IT’S STILL UP >> Here’s what you’ll get inside the replay:   ✅ Survey Funnels with Jake Leslie and Ben Moote - How to guide people into your offer the easy way!   ✅ McCall Jones breaking down the “Hook, Story, Offer” formula + the charisma hack that helped launch $100K in 3 weeks!   ✅ Bridger Pennington revealing his personal brand blueprint and the SEO trick that turned a forgotten funnel into a top Google result!   ✅ And yes… Russell’s big announcement about what’s next for the ClickFunnels community!   You’ll walk away with a notebook full of ideas… And a playbook you can start using right away.   But again…   The replay is going away TOMORROW at 11:59PM!   Once it’s gone, it will be locked away in the vault for who knows how long!   WATCH THE FULL CLICKFUNNELS CONNECT REPLAY WHILE IT’S STILL UP >>   Talk soon!   Todd Dickerson © Etison LLC    By reading this, you agree to all of the following: You understand this to be an expression of opinions and not professional advice. You are solely responsible for the use of any content and hold Etison LLC and all members and affiliates harmless in any event or claim.   If you purchase anything through a link in this email, you should assume that we have an affiliate relationship with the company providing the product or service that you purchase, and that we will be paid in some way. We recommend that you do your own independent research before purchasing anything.   Copyright © 2018+ Etison LLC. All Rights Reserved.   To make sure you keep getting these emails, please add us to your address book or whitelist us.  If you don't want to receive any other emails, click on the unsubscribe link below.   Questions? Here's our Support and Terms

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  by "Todd Dickerson" <noreply@clickfunnelsnotifications.com> - 10:45 - 22 May 2025

• How Accedo Leverages Observability to Power World-Class Video Experiences

  New Relic

  We just released our latest video on how Accedo leverages observability to power word-class video experiences with New Relic. Watch the video with Bleuenn Le Goffic, VP Business Transformation, at Accedo and Arnie Lopez, Chief Customer Officer at New Relic to learn more about: Strategic partnerships: Aligning with technology partners who understand and prioritise business outcomes. Business insights and competitive advantage: Gaining a holistic understanding of the video platform to identify trends, optimise user experiences, and create a competitive edge in the market. Key business challenges: Churn & cost efficiency: Understanding user behaviour and optimising platform efficiency that impact critical business objectives. Watch the full video to hear the discussion on strategic partnerships, leveraging observability for business insights, managing peak events, and future trends in the video streaming industry. Watch 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 © 2025 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> - 05:05 - 22 May 2025

• Final Slot Available - Act Today

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  by "James Thomson - Golf Marketing Agency" <info@golfmarketingagency.co.uk> - 04:06 - 22 May 2025

• Why business leaders should go all in on AI

  On McKinsey Perspectives

  An expert’s predictions ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Transforming business with AI In the news • Unlocking AI’s promise. AI use in enterprises is strikingly high, yet most companies are unsure of how to deploy it effectively, The Wall Street Journal reports. Although some specific initiatives have seen great success, many businesses are less than satisfied with their AI efforts, according to a Stanford University professor. To maximize their returns from AI, companies can undertake an analysis that divides labor into “atomic units of work,” or specific tasks, to assess whether the tasks are good candidates for AI support. [WSJ] • Low returns, high confidence. Businesses are rushing to integrate AI into their operations. But a recent IBM survey of 2,000 global CEOs reveals that just one-quarter of companies’ AI projects have achieved the anticipated financial returns, Fortune notes. Despite the lackluster results, CEOs remain optimistic about AI’s future. Eighty-five percent of the survey’s respondents predict that by 2027, their companies will see a positive return from AI investments focused on cost savings and efficiency. [Fortune] “Businesses that win with AI will do so at a tremendous scale and speed.” —John Chambers On McKinsey.com • A big productivity boost. Not since the internet has there been a technology with AI’s broad scope and implementation, says former CEO and chairman of Cisco Systems John Chambers in a recent episode of McKinsey’s At the Edge podcast. In discussion with host and Senior Partner Lareina Yee, Chambers suggests that AI will enable well-run companies to improve their productivity by 7 to 10% every year during the current decade. By the end of 2025, he predicts that nearly everyone in an organization will use segments of AI in their day-to-day work. • Reinventing business. AI represents more than a new frontier, according to Chambers. The competitive edge that AI lends could put even well-established companies out of business or cause them to drop out of the Fortune 500. That’s why companies—such as France’s La Poste, which has acquired AI start-ups to help transform its postal service business—are making decisions to move very rapidly with AI. Listen to the full episode to hear more about how executives are reimagining their businesses through AI. Challenge the status quo —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 email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:11 - 22 May 2025

• 🔴 Live today: Expert Insights on AI, cyber resilience, and more

  🔴 Live today: Expert Insights on AI, cyber resilience, and more

  Hello, Ever feel lost in the maze of AI and cybersecurity jargon? You’re not alone. Let’s break it down—together. We’ve got the perfect guide for you: Yogesh Gupta—a tech expert with 18+ years of experience reporting on enterprise technology. Yogesh has been shaping the narrative for CIO.com and CSO events across India for over a decade, offering unmatched insights into business strategy, tech trends, and leadership challenges. Join us at 9:45 AM IST LIVE on LinkedIn as Yogesh takes you through the evolving tech landscape, helping you navigate the complexities of today’s digital world. Join the LIVE session now Don’t miss it! Cheers, Thamizh ManageEngine

  This email was sent by thamizh@manageengine.com to info@learn.odoo.com Don't want to receive emails like this again? Unsubscribe | Manage Preference ManageEngine, A division of Zoho Corporation. | 4141 Hacienda Drive Pleasanton, CA 94588, USA      ManageEngine respects your privacy. Read our privacy policy here  and   Additional Info

  

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  by "Thamizh | ManageEngine" <thamizh@manageengine.com> - 12:02 - 22 May 2025

• Last chance to register! Agentforce World Tour Broadcast | 29 May

  Last chance to register! Agentforce World Tour Broadcast | 29 May

  Hear inspiring story from FairPrice group.

  Hear inspiring story from FairPrice group.

  29 May 2025 9:00 a.m. BKT/ICT | 10:00 a.m. SGT Register now   29 May 2025 9:00 a.m. BKT/ICT | 10:00 a.m. SGT Last chance to register for the Agentforce World Tour Broadcast Don't miss the Agentforce World Tour Broadcast and take your business to the next level with Agentforce - the agentic layer and Digital Labour Platform at Salesforce! Find new ways to deepen customer and employee relationships, and boost growth and productivity, by activating digital labour for every team in your company. Discover how agentic AI can unlock a digital labour force for businesses and hear remarkable customer success story from our Trailblazer James Huang, Head of Marketing Technology, FairPrice Group. Our Speakers James Huang Head of Marketing Technology FairPrice Group Wendy Walker Vice President Field Marketing, ASEAN Salesforce Sujith Abraham Senior Vice President & General Manager, ASEAN Salesforce Broadcast date and time: 29 May 2025, 09:00 a.m. BKT/ICT, 10:00 a.m. SGT Duration: 60 mins Experience the groundbreaking benefits of Agentforce - the agentic layer and Digital Labour Platform at Salesforce, to take your business to the next level. It’s time to power up with Agentforce. Register now Captions will be available during the broadcast for Traditional Chinese, Thai, Vietnamese, and Bahasa Indonesia. Your unique viewing link for the broadcast event will be sent to you in a confirmation email upon registering.

  © 2025 Salesforce, Inc. Salesforce.com Singapore Pte Ltd. 5 Temasek Boulevard #13-01 Suntec Tower 5 Singapore 038985 General Inquiries: +65 6302 5700     This email was sent to info@learn.odoo.com Manage Preferences to Unsubscribe | Privacy Statement Powered by Salesforce Marketing Cloud

                                                             

  

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  by "Salesforce Events" <salesforce@mail.salesforce.com> - 11:19 - 21 May 2025

• Yongjiu Electric Power Fitting Co.,Ltd

  Dear Info,

   

  Hello!

  
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  I know you have stable supplier, but it is good for you to catch different supplier price and support when negotiating with your current supplier, do you agree?

  
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  by "Mersudin Durchholz" <mersudindurchholz@gmail.com> - 11:00 - 21 May 2025

• Keep driving innovation with SAP Business Suite

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  by "Sciascia Fridge" <sciasciafridge@gmail.com> - 08:30 - 21 May 2025

• How companies can turn their growth ambitions into action

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  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY The growth imperative Growth is crucial for companies to create profitable, sustainable value. How can organizations reach their growth goals and ensure their longevity—even in turbulent times? Get your briefing Most leaders believe they have the mindset for growth, but few take the necessary steps to actively pursue it. To learn more about how companies can unleash their full potential to drive growth, check out the latest edition of the Five Fifty. Get growing We are celebrating the 60th birthday of McKinsey Quarterly with a yearlong campaign featuring four issues on major themes related to the future of business and society, as well as related interactives, collections from the magazine’s archives, and more. Our third issue, on the future of growth, is available now. Also, sign up for the McKinsey Quarterly alert list to be notified as soon as new Quarterly content is published. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly Five Fifty alert list. Manage subscriptions | Unsubscribe Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 04:44 - 21 May 2025

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  by "Laura-lu" <Laura-lu@horwatss.com> - 02:39 - 21 May 2025

• Your corporate culture can’t be an accident

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  Organizational health matters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS PEOPLE AND ORGANIZATIONAL PERFORMANCE Building a culture—on purpose Alex Camp Often when I’m speaking with Fortune 500 leaders—regardless of industry, type of business, size, or location—the conversation turns to culture. When I push a bit, “culture” is typically articulated as an amalgamation of things. It’s the result of M&A, previous leaders with strong perspectives and styles, enduring employee values and norms, or even just regional character.   Ultimately, the message I get is, “Our culture comes from a bunch of things, and this is where we ended up today,” rather than, “This is the culture that we need so that we can perform the most effectively, and we’ve made clear choices about what to do and not to do so that we can sustain it.” That’s the thing about building and maintaining an organization’s culture: If leaders aren’t intentional about it, they’re probably doing it wrong.   At McKinsey, we define “culture” as the behaviors, beliefs, and working norms that enable a company to deliver the value that it’s distinctively suited to deliver. Traditionally, leaders have been able to rely mostly on the informal transfer of culture among employees—many of whom were, in the past, probably working in the same place doing similar tasks, all with the same objectives. These days, however, changes in the ways that people work, the technologies that they use, and the world in which they compete have made this kind of organic approach to culture transfer less effective. The first step toward building a company’s culture intentionally is to pay more attention to organizational health. By “organizational health,” we mean the foundational and measurable practices and behaviors that allow companies to manage through turns and navigate the world as it exists, regardless of shifts in the business, technology, or society. We’ve identified three dimensions of high performance that are most closely associated with organizational health: a sense of alignment, the ability to execute effectively, and recognition of the need for renewal and adaptation.   Leaders who routinely monitor how they’re faring along these dimensions will have the data and drive to mindfully build and sustain healthy cultures over time. The result can be more-engaged, more-productive employees. In addition, the research demonstrates that healthy organizations are more likely than peer companies to show improvements in CAGR, EBITDA, and M&A performance. “Culture can be a true competitive advantage when it’s intentional—and a significant drag on performance when it’s not.” The second step is for leaders to be clearer about what they want from their culture—and what they don’t want. This latter point is critical and frequently overlooked. Leaders often say that they want a culture of accountability, inclusivity, or connectivity, but then they focus on the outcomes rather than the behaviors required to achieve those states. They’ve framed up the results but not the culture itself.   Instead, the focus should be on the trade-offs associated with establishing and maintaining a strong culture. Leaders should make deliberate choices about how to spend the organization’s time, energy, and resources. How exactly does the culture allow them to deliver on their distinct value proposition? Where might they be willing to accept inefficiencies in how they run the place to achieve and maintain the culture? What are the specific behaviors that would tell them that the organization is living its culture? With this level of understanding, leaders will be more likely to notice when people and processes get diverted. They’ll be better able to correct course and stop any behaviors that aren’t in line with the culture.   This process will look different for every company. Healthy cultures may look quite different at a big retailer, a not-for-profit, a healthcare organization, and a financial institution. Each will have its own methods for motivation, norms for convening meetings and making critical business decisions, and paths for employee development and promotion. Take two different types of big retailers, for example. They may both stock the same brand of shampoo, but one may emphasize high-volume and low-cost plays and the other the customer-shopping experience. Shoppers find their shampoo at the first retailer, usually at a good price. The second retailer may be out of that shampoo but offer lots of other brands, so customers might be prompted to try something new. In both cases, leaders in those stores have built up their cultures to reflect different value propositions. The behaviors and metrics that they prioritize—who they hire, who they train, how they train, how they set up work schedules, and what matters for leaders—are aimed at delivering the value that only their organizations can.   Without such intentionality, leaders run the risk of losing or degrading elements of their culture—the secret sauce that differentiates them from competitors—every time there is some kind of internal or external shock to the system. The key question in all this for leaders is, “What really matters?” Because culture can be a true competitive advantage when it’s intentional—and a significant drag on performance when it’s not. Share Alex Camp’s insights ABOUT THIS AUTHOR Alex Camp is a partner in McKinsey’s Boston office. MORE FROM THIS AUTHOR Organizational health is (still) the key to long-term performance McKinsey’s latest findings on organizational health demonstrate that it remains the best predictor of value creation and a sustainable source of competitive advantage in today’s global marketplace. More  Six ‘power practices’ to retain nonprofit talent Organizational health provides a clear path to developing and retaining talent, helping nonprofits advance their missions and sustain impact for the communities they serve. More  UP NEXT Hannah Mayer on consumer innovation Established retail and consumer-packaged-goods brands can be AI first movers. But true digital transformation requires prioritizing customers’ needs. 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 © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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