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• Look inward to move forward: A leadership journey

  Leading Off

  CEO self-awareness ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 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 Leading Off. 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 “What changes are you going to make?” That’s typically the first question a new CEO will hear from their employees, investors, customers, or other stakeholders. To find the answer, the best leaders look inward. Effective leadership is not just about accomplishing a miles-long list of tasks—it’s also about embracing an ongoing process of becoming more self-aware by learning, listening, inspiring, and caring. This week, we look at why this “inside out” journey is so critical for leaders and their organizations. AN IDEA Learning to lead Psychological and emotional growth are key ingredients for leadership success—and the surest way to achieve that growth is to learn from others, according to McKinsey senior partners Dana Maor, Kurt Strovink, and Ramesh Srinivasan and senior partner emeritus Hans-Werner Kaas. In their new book, The Journey of Leadership: How CEOs Learn to Lead from the Inside Out (Portfolio/Penguin Group, USA, September 2024), the authors explain how executives can benefit from seeking out multiple perspectives on their path to becoming more human-centered leaders.  The authors share the stories of a range of global leaders who have wrestled with complex, human-centered problems such as trust issues, imposter syndrome, and combative relationships with colleagues. In many of these cases, getting feedback from diverse advisory groups helped the executives gain more self-awareness, as well as insights they could use to hone their leadership styles. “It’s useful to have a group that includes spouses, people with whom you’re close, friends, and voices that are slightly more distant,” Srinivasan says in a recent Author Talks interview. “It gives you an ability to broaden a range of perspectives and then set your own course.” A BIG NUMBER 18% That’s the increase in EBITDA achieved by companies that took concrete actions to improve their organizational health, according to a McKinsey evaluation of 1,500 companies in 100 countries. Organizational health refers to how effectively leaders run their companies: how they make decisions, allocate resources, operate day-to-day, and guide their teams to deliver higher performance. Self-reflection is a big part of achieving organizational health. “Leaders should be asking themselves, ‘How do I run the place each and every day—in each and every meeting—in ways that are both healthy and conducive to creating high performance?’” say McKinsey senior partners Arne Gast and Brooke Weddle and their coauthors. A SPOTLIGHT INTERVIEW Some people learn and grow from challenging life experiences, while others self-destruct. US Marine Corps veteran and Microsoft executive Nate Boaz believes people can develop the courage to get through their most trying times and thrive. “As a business executive, I now realize we all struggle with it. We are busy—all action and no reflection,” Boaz says in a recent Author Talks interview. “Instead, we should allow ourselves time to process and work through challenges and traumas healthily.” Boaz learned from his grandfathers—both World War II veterans—that effective leaders can balance courage and risk-taking with humility. “That’s what my grandfathers taught me in terms of how to live a good life and how to lead,” he says. A QUOTE “Just because I say I want to be ten pounds lighter and three inches taller doesn’t mean it’s going to happen.” That’s former Ford CEO Mark Fields in The Journey of Leadership, discussing why leaders should develop a varied set of skills if they want to succeed as CEOs. The book’s authors note that successful leaders are versatile and able to turn their diverse experiences into meaningful outcomes. Fields agrees. “If you’re putting yourself in positions in your career to get these different experiences,” he says, “you’re going to learn how to be a utility infielder, and you will have that muscle memory that you’ll need when you have to pivot from growth to cost cutting.” SMALL STEPS TO SUCCESS Microhabits can help leaders improve their well-being and performance. The Journey of Leadership lists more than 100 microhabits that leaders can consider, including keeping a journal, finding a hobby, prioritizing family meals, and limiting nighttime work. Such regular practices or rituals can provide long-term benefits. For example, McKinsey senior partner and The Journey of Leadership coauthor Dana Maor says her own work has been enhanced by her yoga practice. “I find that yoga is a very, very, very good school for leadership,” she says in a video interview. “First and foremost, you never finish learning.... And I do think that learning how to lead from the inside out starts with finding that centeredness and that quiet and using that as a place of birth for more growth.” Lead by looking inside. — Edited by Eric Quiñones, 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  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> - 04:43 - 9 Sep 2024

• How to tackle vaccine innovation for infectious diseases

  Only McKinsey Perspectives

  Learning from the COVID-19 pandemic ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Vaccine innovation at a crossroads In the news • Antiparasitic-vaccine challenges. Parasites cause numerous diseases around the world. Among the most neglected tropical diseases, notes WHO, are parasitic illnesses. Yet parasites are not sufficiently researched, and funding for solutions, including vaccines, is lacking, reports the BBC. The recently rolled-out antimalarial vaccine is the world’s only parasitic vaccine. Traditional vaccine developers typically haven’t prioritized parasitic diseases, because they are tough to study, are often not fatal, and are most prevalent in low- and middle-income countries, among other reasons. [BBC] • Pandemic treaty pushed back. After hoping for a June agreement on a treaty for how to better fight future pandemics, more than 190 countries are now expected to conclude their talks by 2025, according to Reuters. The countries have been in negotiations for two years to develop an agreement that would help ensure that mistakes made during the COVID-19 pandemic are not repeated. However, wealthy countries and those that are less well off have struggled to agree on topics such as sharing vaccines. [Reuters] Addressing disparities and accelerating vaccine development for unmet needs remain crucial in the ongoing fight against infectious diseases. On McKinsey.com • Postpandemic vaccine landscape. The COVID-19 pandemic highlighted the critical role that vaccines play in public health. During the pandemic, several factors combined to spur rapid vaccine development: increased funding, operational efficiencies, technological progress, and regulatory adaptability. Yet success for other vaccine archetypes has been uneven, say McKinsey senior partner Adam Sabow and coauthors. Apart from COVID-19, the number of vaccine programs for infectious diseases remains mostly static. • Harnessing pandemic lessons. The pandemic did, however, lead to a 30% overall increase in vaccine candidates in the past five years, giving vaccine makers a new model to consider. The vaccine ecosystem is now at a crossroads: Will it return to being more vulnerable to business challenges, or will it learn from the pandemic and maintain or even boost vaccine innovation? Learn about five actions stakeholders can take to overcome investment barriers, regulatory challenges, and market uncertainties in the ongoing effort to accelerate vaccine innovation and tackle global health. Accelerate vaccine development —Edited by Querida Anderson, senior editor, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. 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 Perspectives" <publishing@email.mckinsey.com> - 01:12 - 9 Sep 2024

• Unpacking the Sales Cloud Keynote: Driving Growth with AI

  Learn the latest Sales AI innovations from Dreamforce.

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  © 2024, Salesforce, Inc. Salesforce.com 2 Silom Edge, 14th Floor, Unit S14001-S14007, Silom Road, Suriyawong, Bangrak, Bangkok 10500 General Enquiries: +66 2 430 4323     This email was sent to info@learn.odoo.com Manage Preferences or Unsubscribe | Privacy Statement Powered by Salesforce Marketing Cloud

                                                             

  

  

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  by "Salesforce Sales Cloud" <apacemarketing@mail.salesforce.com> - 12:07 - 9 Sep 2024

• The week in charts

  The Week in Charts

  Retail workforce needs, aircraft production, 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 retail workforce needs, commercial aircraft production, virtual coworkers, and gen AI’s potential value in healthcare. FEATURED CHART Retail and hospitality’s workforce woes See more This week’s other select charts Aircraft deliveries set to take off Meet your virtual coworker The gen AI prescription for healthcare 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> - 03:08 - 7 Sep 2024

• EP128: The Ultimate Software Architect Knowledge Map

  EP128: The Ultimate Software Architect Knowledge Map

  

  This week’s system design refresher:

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP128: The Ultimate Software Architect Knowledge Map ByteByteGo Sep 7   READ IN APP   This week’s system design refresher: The Ultimate Software Architect Knowledge Map Is PostgreSQL eating the database world? 11 steps to go from Junior to Senior Developer Tech Career Basic Requirements SPONSOR US Cut your QA cycles down to minutes with QA Wolf (Sponsored) If slow QA processes bottleneck you or your software engineering team and you’re releasing slower because of it — you need to check out QA Wolf. Their AI-native approach gets engineering teams to 80% automated end-to-end test coverage from hours to minutes. QA Wolf takes testing off your plate. They can get you: Unlimited parallel test runs 24-hour maintenance and on-demand test creation Human-verified bug reports sent directly to your team 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. Schedule a demo to learn more The Ultimate Software Architect Knowledge Map Becoming a Software Architect is a journey where you are always learning. But there are some things you must definitely strive to know. Master a Programming Language Look to master 1-2 programming languages such as Java, Python, Golang, JavaScript, etc. Tools Build proficiency with key tools such as GitHub, Jenkins, Jira, ELK, Sonar, etc. Design Principles Learn about important design principles such as OOPS, Clean Code, TDD, DDD, CAP Theorem, MVC Pattern, ACID, and GOF. Architectural Principles Become proficient in multiple architectural patterns such as Microservices, Publish-Subscribe, Layered, Event-Driven, Client-Server, Hexagonal, etc. Platform Knowledge Get to know about several platforms such as containers, orchestration, cloud, serverless, CDN, API Gateways, Distributed Systems, and CI/CD Data Analytics Build a solid knowledge of data and analytics components like SQL and NoSQL databases, data streaming solutions with Kafka, object storage, data migration, OLAP, and so on. Networking and Security Learn about networking and security concepts such as DNS, TCP, TLS, HTTPS, Encryption, JWT, OAuth, and Credential Management. Supporting Skills Apart from technical, software architects also need several supporting skills such as decision-making, technology knowledge, stakeholder management, communication, estimation, leadership, etc. Over to you - What else would you add to the roadmap? Tech Career Basic Requirements Is PostgreSQL eating the database world? It seems that no matter what the use case, PostgreSQL supports it. When in doubt, you can simply use PostgreSQL. TimeSeries PostgreSQL embraces Timescale, a powerful time-series database extension for efficient handling of time-stamped data. Machine Learning With pgVector and PostgresML, Postgres can support machine learning capabilities and vector similarity searches. OLAP Postgres can support OLAP with tools such as Hydra, Citus, and pg_analytics. Derived Even derived databases such as DuckDB, FerretDB, CockroachDB, AlloyDB, YugaByte DB, Supabase, etc provide PostgreSQL. GeoSpatial PostGIS extends PostgreSQL with geospatial capabilities, enabling you to easily store, query, and analyze geographic data. Search Postgres extensions like pgroonga, ParadeDB, and ZomboDB provide full-text search, text indexing, and data parsing capabilities. Federated Postgres seamlessly integrates with various data sources such as MongoDB, MySQL, Redis, Oracle, ParquetDB, SQLite, etc, enabling federated querying and data access. Graph Apache AGE and EdgeDB are graph databases built on top of PostgreSQL. Also, pg_graphql is an extension that provides GraphQL support for Postgres. Over to you: Have you seen any other use cases of PostgreSQL? Latest articles If you’re not a paid subscriber, here’s what you missed. A Crash Course on Scaling the Data Layer A Crash Course on Load Balancers for Scaling A Crash Course on Scaling the API Layer A Crash Course on Architectural Scalability A Crash Course on Microservices Design Patterns To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid 11 steps to go from Junior to Senior Developer Collaboration Tools Software development is a social activity. Learn to use collaboration tools like Jira, Confluence, Slack, MS Teams, Zoom, etc. Programming Languages Pick and master one or two programming languages. Choose from options like Java, Python, JavaScript, C#, Go, etc. API Development Learn the ins and outs of API Development approaches such as REST, GraphQL, and gRPC. Web Servers and Hosting Know about web servers as well as cloud platforms like AWS, Azure, GCP, and Kubernetes Authentication and Testing Learn how to secure your applications with authentication techniques such as JWTs, OAuth2, etc. Also, master testing techniques like TDD, E2E Testing, and Performance Testing Databases Learn to work with relational (Postgres, MySQL, and SQLite) and non-relational databases (MongoDB, Cassandra, and Redis). CI/CD Pick tools like GitHub Actions, Jenkins, or CircleCI to learn about continuous integration and continuous delivery. Data Structures and Algorithms Master the basics of DSA with topics like Big O Notation, Sorting, Trees, and Graphs. System Design Learn System Design concepts such as Networking, Caching, CDNs, Microservices, Messaging, Load Balancing, Replication, Distributed Systems, etc. Design patterns Master the application of design patterns such as dependency injection, factory, proxy, observers, and facade. AI Tools To future-proof your career, learn to leverage AI tools like GitHub Copilot, ChatGPT, Langchain, and Prompt Engineering. Over to you: What else would you add to the roadmap? SPONSOR US Get your product in front of more than 1,000,000 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> - 11:35 - 7 Sep 2024

• The changing rules of organizational health

  Plus, gen AI’s next inflection point  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Monthly Highlights, September 2024 While many of the practices and outcomes that have defined organizational health have not changed since McKinsey launched the Organizational Health Index (OHI) in 2003, the dynamics of the workplace have evolved. In our first featured story, senior partners Aaron De Smet, Arne Gast, and coauthors explore findings from the latest upgrade to the OHI, including six key shifts that emerged from the data in the areas of purpose, leadership, decision making, employee experience, technology, and social responsibility. Our second featured story sheds light on what matters most to employees and offers a new fact base for employers to weigh varied performance management methodologies. Other highlights this month include the following topics: • the challenges that lie ahead in the energy transition • why organizations must approach generative AI integration holistically • how today’s business leaders can turn diverse experiences into meaningful outcomes • who is using AI, how they’re using it, and the challenges that remain Editor’s choice Healthy organizations keep winning, but the rules are changing fast Driving higher organizational health and performance means focusing on new practices: empowering employees to make decisions, using technology to create value, and updating leadership styles. 6 key shifts  What employees say matters most to motivate performance A survey of over 1,000 employees creates a data-backed view of what motivates employees to perform. See the results  THIS MONTH’s HIGHLIGHTS The hard stuff: Navigating the physical realities of the energy transition The energy transition is a physical transformation in its early stages. What challenges lie ahead? Forge a path Gen AI’s next inflection point: From employee experimentation to organizational transformation As many employees adopt generative AI at work, companies struggle to follow suit. To capture value from current momentum, businesses must transform their processes, structures, and approach to talent. Catch up The versatile leader: How learning to adapt makes CEOs better Leaders benefit from seeking out diverse experiences, displaying deep curiosity, and knowing when to speak up. Turn insights into outcomes The key to accelerating AI development? Pragmatism plus imagination Leaders are treating generative AI as less of a curiosity and more an integral part of business. McKinsey research sheds light on who is using AI, how they’re using it, and the challenges that remain. Be prepared The loneliest job? How top CEOs manage dilemmas and vulnerability This article consolidates insights from around 100 senior leaders on five common dilemmas that complicate their ability to lead in the face of competing priorities. Be a leader The future of Medicare Advantage The Medicare Advantage program is undergoing its biggest shifts in more than two decades. Payers can take steps now to mount a strategic, agile response as the changes unfold. Make bold moves ALSO New Approaching generative AI with a beginner’s mindset A board-level view of cyber resilience The energy transition: Where are we, really? Deconstructing silos to discover savings: The end-to-end excellence playbook for retailers How innovation can accelerate industry momentum Fueling growth through moments of customer delight From promising to productive: Real results from gen AI in services The transformation imperative for midcap companies Shiny objects: Insurance productivity in an era of AI and automation Delivering on construction productivity is no longer optional Managing uncertainty in the silicon carbide wafer market LLM to ROI: How to scale gen AI in retail How European consumers perceive electric vehicles Reimagining labor to close the expanding US semiconductor talent gap A clear-eyed view of gen AI for the private equity industry EXPLORE: What to read next: McKinsey’s 2024 annual book recommendations Looking for your next book? Each year, McKinsey seeks out the best books in business, technology, workplace culture, and more. Here’s our 2024 list, recommended by CEOs, founders, editors in chief, and other global leaders. Explore 90-plus book recommendations  Special features McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists Only McKinsey Perspectives Delivering actionable insights on the day’s news, as only McKinsey can. Get the latest McKinsey Classics If you internalize the real odds of strategy, you can tame its social side and make big moves. Read our 2018 classic “Strategy to beat the odds” to learn more. Rewind Mind the Gap Biweekly curated reads on Gen Z in the workplace. Subscribe now — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. 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 our Monthly Highlights 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 Highlights" <publishing@email.mckinsey.com> - 11:21 - 7 Sep 2024

• Unlock Your Website’s Full Potential with Expert Revamp and Optimization

  Hi, Now a days most of company have a website and app, there's always room for improvement. Our team of experts can help you: Revamp your design: Create a more modern and engaging look that attracts and converts visitors. Optimize for performance: Ensure your website and app load quickly and provide a seamless user experience. Enhance functionality: Add new features or improve existing ones to meet your evolving business needs. Improve SEO: Increase your online visibility and attract more organic traffic.  Let's discuss how we can help you take your website and app to the next level. Best regards, Ashish

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  by "Ashish" <ashishi@xoniergroup.com> - 10:31 - 6 Sep 2024

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  by "ByteByteGo" <bytebytego@substack.com> - 07:25 - 6 Sep 2024

• How to motivate your employees through review season

  The Shortlist

  Emerging ideas for leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of the CEO Shortlist, a biweekly newsletter of our best ideas for the C-suite. This week, we feature two new articles about the employee experience and a look at what still needs to be done in the energy transition. We appreciate the opportunity to connect and hope you find our perspectives novel and insightful. Please let us know what you think! You can reach us at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. Thank you. —Alex and Axel It’s review season. What motivates employees through their year-end cycles—and what discourages productivity? Our new survey finds that, above all, employees value a logical performance management system that’s consistent and easy to understand. Get the full readout in What employees say matters most to motivate performance. Your employees may know more about gen AI than you do. We found that 91 percent of employees are using gen AI tools, but only 13 percent of companies have established an enterprise strategy. Tap into the wisdom of the crowd in Gen AI’s next inflection point: From employee experimentation to organizational transformation. What are the next steps in the energy transition? It gets tougher from here. But there’s a path forward: the McKinsey Global Institute details the next moves for business and society in The hard stuff: Navigating the physical realities of the energy transition. We hope you find these ideas helpful and inspiring. See you next time with 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> - 04:57 - 6 Sep 2024

• Flying taxis in 2030?

  Only McKinsey Perspectives

  Taking local travel to the skies  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The future of air mobility In the news • Flying to the airport. In addition to being more environmentally friendly and affordable than helicopters, electric vertical takeoff and landing (eVTOL) aircraft use electric motors and many small propellers, making them a quieter ride. Additionally, eVTOLs seem ideal for urban air mobility services, since they allow passengers to avoid congestion on the ground, an engineer said. Air taxis might transport travelers to and from airports, and could also be used as air ambulances, personal flying cars, and more. [Scientific American] • From science fiction to reality. Once only a figment of the imagination, flying taxis could soon be a reality. Several companies are developing eVTOL aircraft, which might drive urban transportation to new heights—literally. Exhaust emissions are nonexistent in one US-based eVTOL company’s taxi design, and an Aviation Week editor noted its near-silent noise level. Flying taxis are planned to launch soon in the UK, US, and UAE. [National Geographic] “Flying taxis will happen; it’s a question of ‘when,’ not ‘if.’” On McKinsey.com • Electric aircraft on the rise. Soon, commuters should be able to ride in aircraft that are much smaller and much more accessible than today’s planes, McKinsey partner Robin Riedel explains. This could happen as early as 2024, according to executives from Volocopter, Joby Aviation, and Lilium. For unpiloted passenger drones, however, gaining public acceptance may prove challenging, according to Riedel. • Traffic blues begone. By 2030, electric-aircraft passengers’ flights could be much shorter, averaging only 18 minutes, McKinsey analysis finds. This duration may allow for more flights and larger fleets in comparison with traditional airlines. Advanced-air-mobility (AAM) operators could offer around 20,000 eVTOL flights each day—contrasted with 2,200 daily flights for large airlines. Visit our Next Normal, “The future of air mobility: Electric aircraft and flying taxis,” for views from McKinsey experts and industry players on how AAM might affect pilots, passengers, and planet Earth. Explore advanced air mobility —Edited by Vanessa Burke, 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 © 2024 | 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> - 01:24 - 6 Sep 2024

• New York as a global fashion capital, creating value in retail, the drive toward human development, and more: The Weekend Read

  Get ready for the weekend ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the first edition of The Weekend Read. We hope you find our perspectives useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Are you ready to dive into September? In this inaugural issue of The Weekend Read—our new weekly newsletter replacing The Daily Read—we offer a diverse set of recent highlights to kick off the month. Read about New York’s status as a global fashion capital, creating value in retail, the drive toward human development, and more. It’s New York Fashion Week and Colleen Baum, Maurice Obeid, and coauthors explore what is needed to maintain New York’s prominence as a global fashion capital. Unlock New York's fashion potential How can retailers of all sizes create value in the intensely competitive retail industry? Based on an analysis of 280 publicly traded retailers, Becca Coggins and coauthors outline five actions that enabled ascendant retailers—or “movers”—to rise above challenging economic conditions. 5 common themes Pedro Conceição, director of the Human Development Report Office of the UNDP, talks about growing inequality, a failure to manage growing global interdependency, the need for a 21st-century architecture to deliver global public goods, and more. Challenges and opportunities Sean Doyle, CEO and chairman of British Airways (BA), speaks to senior partner Stephanie Hauser about BA’s £7 billion transformation plan—the largest investment in modernization in the airline’s history. Prepare for liftoff Ready to unwind? Author Talks: What if Benjamin Franklin were around now?  Benjamin Franklin adopted a multidisciplinary approach to education and innovation that made him ahead of his time. Eric Weiner explores Franklin’s enduring legacy and its modern-day applications. The art of the possible  The gen AI skills revolution: Rethinking your talent strategy Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent. Zero in  68-Down: Things blocked from this puzzle’s long answers Know the answer? Test yourself with the latest McKinsey Crossword, Commercial-Free | No. 196 Commercial break  —Edited by Joyce Yoo, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Weekend Read" <publishing@email.mckinsey.com> - 12:54 - 6 Sep 2024

• RE: "CES 2024 Recap: Meet the Future of Tech Today!"

   

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  by "Terry Baker" <terry.baker@datasmining.com> - 05:36 - 5 Sep 2024

• Has the drive toward human development been thrown into reverse?

  Challenges and opportunities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Has the drive toward human development been thrown into reverse? The UNDP’s Pedro Conceição talks about today’s global gridlock, uncertainty complex, and a pervasive sense of disempowerment. Challenges and opportunities Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking podcast. Subscribe via Apple Podcasts or Spotify. 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> - 12:33 - 5 Sep 2024

• A Crash Course on Scaling the Data Layer

  A Crash Course on Scaling the Data Layer

  

  The scalability of a system is heavily dependent on the data layer.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. A Crash Course on Domain-Driven Design A Crash Course on Relational Database Design A Crash Course on Distributed Systems A Crash Course in Database Scaling Strategies A Crash Course in Database Sharding To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid A Crash Course on Scaling the Data Layer ByteByteGo Sep 5 ∙ Preview   READ IN APP   The scalability of a system is heavily dependent on the data layer.  No matter how much effort is made to scale the API or the application layer, it is limited by the scalability of the data layer. Also, scaling the data layer is often the most difficult task during application design. Horizontally scaling the data layer of an application, also known as “scaling out”, involves distributing the data and load across multiple servers or nodes.  This approach is particularly effective for handling large volumes of data and high traffic loads, but it also adds multiple orders of complexity. Since the data is distributed, many issues regarding transactions and consistency that don’t appear in monolithic databases become quite common. Several techniques are available for horizontally scaling the data layer, each having pros and cons with specific nuances worth considering. In this post, we’ll explore the major techniques for scaling the data layer horizontally along with examples. Also, we will understand the advantages and disadvantages of each technique to get a better idea of when to use a particular approach over another choice. 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 "Flavio Gurakuqi" <aimbids7@gmail.com> - 11:23 - 5 Sep 2024

• The gen AI skills revolution: Rethinking your talent strategy

  Zero in ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Learn more about McKinsey’s Digital Practice New from McKinsey Quarterly The gen AI skills revolution: Rethinking your talent strategy Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent. Zero in 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 & Company" <publishing@email.mckinsey.com> - 10:09 - 5 Sep 2024

• Re: Need Indonesia agent

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  Greetings from Joy and GLA Family.

   

  Currently, our inquiries in Indonesia are increasing with massive demands. Here I sincerely invite you to join GLA platform and assist us handle these inquiries. Now is the best time to join GLA Family.

                                

  What’s more, we will hold the 11th Global Conference in Bangkok, Thailand on November 22nd-25th, your esteemed company also be invited! Anticipation of Thailand conference is high, with over 2000 participants from 130 countries eagerly looking forward to attend!

   

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• How much do you rely on web-linked gadgets?

  Only McKinsey Perspectives

  Ways to address IoT cybersecurity  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Plugging in to the IoT In the news • Safer smart devices. US consumers shopping for smart devices may soon see new labels that can make it easier for them to determine which products are more resilient against cyberattacks, the Associated Press reports. By the holiday season, makers of smart devices such as baby monitors and fitness trackers may place labels on gadgets that fulfill national standards for cybersecurity. Consumers will also be able to scan QR codes on each label that give them more info about digital safety. [AP] • Banishing passwords like ‘12345.’  Internet-connected gadgets in the UK are now required to be more secure, the BBC states. New safety standards call for manufacturers to have stronger password policies, provide clear guidance to consumers on reporting security issues, and explain the duration of tech support and software updates for devices. Malicious actors can exploit vulnerabilities in home security cameras and other online devices to access private networks and steal personal information. [BBC] In the 2022 McKinsey B2B IoT Survey, IoT solution suppliers and buyers ranked cybersecurity as the top impediment to IoT adoption. On McKinsey.com • Trillions in potential value. If you use a smart thermostat at home, then you’re already tapping into the Internet of Things (IoT). IoT, which uses a variety of technologies to connect the digital and physical worlds, has become embedded in our lives and in the way organizations operate. While challenges abound, particularly when it comes to IoT cybersecurity, the total value potential for the IoT ecosystem could reach $12.6 trillion by 2030, according to research by McKinsey senior partner Mark Patel and coauthors. • Addressing cybersecurity. The billions of IoT devices in use have created new vulnerabilities for companies, since IoT may involve a network with millions or tens of millions of end points vulnerable to attack. Indeed, overcoming the cybersecurity obstacle may be the determining factor in whether IoT will be able to transition to a truly integrated network—and achieve its massive value potential. Visit our McKinsey Explainer “What is the Internet of Things (IoT)?” to see six recommendations that may help leaders tackle IoT cybersecurity. Explore IoT’s economic potential —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 © 2024 | 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> - 01:20 - 5 Sep 2024

• Give space a chance

  Re:think

  The space economy is a wild frontier ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON THE SPACE ECONOMY The space economy is increasingly becoming relevant to a range of people and industries Ryan Brukardt The space economy is at an inflection point. I see a parallel to the internet: years ago, the world was introduced to this computer network, and few people could conceive of its potential. Then, at some point, businesses started to ask, “What could we do with this? How could it solve our problems?” Today, of course, consumers and businesses the world over interact with the internet constantly. I think we’re in a similar place now with space. What’s changed? For one thing, launch costs have come down. This has allowed more nations to participate in the space economy. It also means the market is poised for growth. McKinsey estimates the market is going to triple, to $1.8 trillion in 2035, from $630 billion in 2023. This figure includes “backbone” applications, such as satellites, launchers, and other infrastructure, which could grow about 7 percent to reach $1 trillion, as well as “reach” applications, which could grow about 11 percent to reach $800 billion. Most people may not realize how much of their daily routines are supported by these reach applications of space infrastructure. Anyone who has a mobile phone, almost anywhere in the world, uses space. Ridesharing and food delivery services would not exist without space technologies. And every ATM throughout the world relies on global-positioning satellites to keep time. Space is also increasingly used for internet services. In many countries, a customer has long been able to call an internet provider that shows up the next day and sets up the service. But in places that don’t have this infrastructure, getting internet service has historically been expensive and slow—and, in some cases, impossible. Thanks to the space economy, many of these consumers can now access high-bandwidth and low-latency internet delivered via satellite. These applications for space technologies are already here today, and in developed nations, they’re often taken for granted. But in other places, they may be game changing for local economies. “We estimate the market is going to triple in value, to $1.8 trillion in 2035, from $630 billion in 2023.” As an example of how space technologies can affect an industry, a wide variety of agricultural companies are exploring how to use them to address problems. There are satellites today that can take images of the Earth, right? These satellites don’t just record visual imagery; they can also take hyperspectral imagery to reveal the water content in a certain area. This can help a farmer plant crops where they are most likely to flourish. There are also tools that look, from space, at the average color of plants to determine what nutrients or fertilizers they need. Global positioning can help farmers save fuel—a huge expense in agriculture—by helping tractor operators or autonomous machinery navigate. In terms of risk, space is a wild frontier. Regulation lags behind innovation. There are national-security considerations: this is a domain of potential conflict, and it’s intensifying as more nations operate in space. There is also the question of how to use data responsibly, which is the same problem that has to be solved here on the ground. Another issue is ensuring that space remains open, free, and accessible to all. With an increasing number of nations and actors operating in space, there are challenges arising about how to maintain access for all and perpetuate space as an arena of collaboration. Immediate solutions to many of these problems are not obvious at present. And yet it’s an exciting time. People say, “I’ve never seen a launch.” And my response to them is, “All you have to do is go to Orlando for more than two days, and you will see one.” These launches are meaningful missions. They’re not just launching billionaires into space. Companies aren’t interested in doing space just for space’s sake. What’s also quite interesting is showing businesses how space can help solve problems in ways they may not yet understand are possible. That’s why I believe the world is at an inflection point with regard to space. Share Ryan Brukardt’s insights ABOUT THIS AUTHOR Ryan Brukardt is a senior partner in McKinsey’s Miami office. MORE FROM THIS AUTHOR The case for space The space economy is at an inflection point. Here’s how space is reshaping our day-to-day lives in surprising ways—and how it could help leaders address some of our most pressing business and societal challenges in the future. More  Space: The $1.8 trillion opportunity for global economic growth As the space economy expands, it could create value for multiple industries and solve many of the world’s most pressing challenges. More  UP NEXT Margaux Constantin on the state of tourism Leisure travel’s postpandemic recovery demonstrates people’s fundamental desire to roam. Where are today’s travelers going, and what do they want from their journeys? 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. 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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 01:12 - 4 Sep 2024