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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:15 - 5 Aug 2023 -
The future of hotels: Customized experiences, sustainable practices
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:45 - 4 Aug 2023 -
Sustainable and inclusive growth: Gen AI and the future of work
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Sustainable and inclusive growth: A weekly briefing
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 01:15 - 4 Aug 2023 -
Our 2023 summer reading guide is here
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Low levels of reading. Nearly a third of American students spend very little or no time reading for pleasure, and the average 13-year-old’s reading scores have fallen to their lowest level in about two decades, according to a recent National Assessment of Educational Progress report. Experts point to technology and social media as among the largest factors that may be contributing to a lack of reading. The average age that a child gets their first mobile phone is now 11, a 2022 Stanford Medicine study revealed. That’s an age where reading is normally encouraged. [The Hill]
•
What to read. Our world is both concerning—with executives navigating geopolitical tensions, economic setbacks, and other challenges—and exciting, with the advent of generative AI, which promises to shift the way we work. Our annual summer reading list reflects today’s evolving times, with selections by leaders from around the world, including picks from McKinsey global managing partner Bob Sternfels, chief marketing officer Tracy Francis, managing partner of global client capabilities Homayoun Hatami, and senior partner Rodney Zemmel. We also provide 11 additional curated reading lists.
— Edited by Vanessa Burke, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 4 Aug 2023 -
Database Indexing Strategies - Part 2
Database Indexing Strategies - Part 2
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In this article, we continue the exploration of effective database indexing strategies that we kicked off in the July 6 issue. We’ll discuss how indexing is used in non-relational databases and round off our discussion on general database indexing strategies with practical use cases and best practices.
Indexing in Non-relational Databases
In the July 6 issue, we focused on indexing use cases for relational databases where records are stored as individual rows. There are other popular types of databases where some forms of indexing are also used. We will briefly discuss how indexing is used in the other common form of databases - NoSQL.
NoSQL, LSM Tree, and Indexing
NoSQL databases are a broad class of database systems, designed for flexibility, scalability, and the ability to handle large volumes of structured and unstructured data. A popular data structure used in some types of NoSQL databases, notably key-value and wide-column stores, is the Log-Structured Merge-tree (LSM Tree). Unlike traditional B-Tree-based index structures, LSM Trees are optimized for write-intensive workloads, making them ideal for applications where the rate of data ingestion is high.
An LSM Tree is, in itself, a type of index. It maintains data in separate structures, each of which is a sorted tree-based index. The smaller structure resides in memory (known as a MemTable), while the larger one is stored on disk (called SSTables). Write operations are first made in the MemTable. When the MemTable reaches a certain size, its content is flushed to disk as an SSTable. The real magic of LSM Trees comes into play during read operations. While the read path is more complex due to data being spread across different structures, the LSM Tree employs techniques such as Bloom Filters and Partition Indexes to locate the required data rapidly.
Secondary Index for LSM Tree-based Databases
The LSM tree is an efficient way to perform point lookups and range queries on primary keys. However, performing a query on a non-primary key requires a full table scan which is inefficient.
This is where a secondary index is useful. A secondary index, as the name suggests, is an index that is created on a field other than the primary key field. Unlike the primary index where data is indexed based on the key, in a secondary index, data is indexed based on non-key attributes. It provides an alternative path for the database system to access the data, allowing for more efficient processing of queries that do not involve the key.
Creating a secondary index in an LSM Tree-based database involves creating a new LSM Tree, where the keys are the values of the field on which the index is created, and the values are the primary keys of the corresponding records. When a query is executed that involves the indexed field, the database uses the secondary index to rapidly locate the primary keys of the relevant records, and then retrieves the full records from the primary index.
However, one of the complexities of secondary indexes in LSM Tree-based databases is handling updates. Due to the write-optimized nature of LSM Trees, data in these databases is typically immutable, which means updates are handled as a combination of a write (for the new version of a record) and a delete (for the old version). To maintain consistency, both the primary data store and the secondary index need to be updated simultaneously. This can lead to performance trade-offs and increase the complexity of maintaining index consistency.
Index Use Cases
Now that we discussed how indexes are used in different types of database systems, let’s now turn our attention to some of the common indexing use cases.
Point Lookup
The simplest use case for an index is to speed up searches on a specific attribute or key. Let's consider an example: a car dealership has a table with columns 'car_id' and 'color'. 'Car_id' is the primary key and thus has an inherent clustered index. If we need to find a car by its 'car_id', the database can quickly locate the information.
However, what if we need to find all cars of a certain color? Without an index on the 'color' column, the database would have to scan every row in the table. This is a time-consuming process for a large table. Creating a non-clustered index on the 'color' column allows the database to efficiently retrieve all cars of a particular color, transforming what was a full table scan into a much faster index scan.
Range Lookup
Indexes can also be used to efficiently retrieve a range of values. Consider a blog platform where 'post_id' is the primary key and 'created_time' is another attribute. Without an index, to find the 20 most recent posts, the database would need to scan all records and sort them by 'created_time'.
However, if 'created_time' is indexed, the database can use this index to quickly identify the most recent posts. This is because the index on 'created_time' stores post_id values in the order they were created, allowing the database to efficiently find the most recent entries without having to scan the entire table.
Prefix Search
Indexes are also useful for prefix searches, thanks to their sorted nature. Imagine a scenario where a search engine keeps a table of previously searched terms and their corresponding popularity scores.
When a user starts typing a search term, the engine wants to suggest the most popular terms that start with the given prefix. A B-tree index on the search terms allows the engine to efficiently find all terms with the given prefix. Once these terms are found, they can be sorted by popularity score to provide the most relevant suggestions.
In this scenario, a prefix search can be further optimized by using a trie or a prefix tree, a special kind of tree where each node represents a prefix of some string.
Geo-Location Lookup
Geohashes are a form of spatial index that divides the Earth into a grid. Each cell in the grid is assigned a unique hash, and points within the same cell share the same hash prefix. This makes geohashes perfect for querying locations within a certain proximity.
Source: Spatial Indexing To find all the points within a certain radius of a location, we only need to search for points that share a geohash prefix with the target location. This is a lot faster than calculating the distance to every point in the database...
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by "ByteByteGo" <bytebytego@substack.com> - 11:39 - 3 Aug 2023 -
‘Crossing the river by feeling the stones’
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 10:21 - 3 Aug 2023 -
Security Vulnerability: How Observability can help
New Relic
Detecting security threats in complex distributed and microservice-based applications is increasingly difficult. By adopting observability practices, engineering teams can bridge the gap between development and production environments, and gain valuable insights into an application's attack surface.
New Relic's Vulnerability Management helps visualize security vulnerabilities, including external dependencies. In our blog on security vulnerability, we explore how leveraging MELT with New Relic (metrics, events, logs, and traces) can provide essential security insights into applications.Read the Blog Need help? Let's get in touch. 
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by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 3 Aug 2023 -
As heat and humidity increase, could India get too hot to work?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Lacking air-conditioning. As record-high temperatures are being recorded across the globe, women are disproportionately exposed to health and financial risks. Extreme heat in India, Nigeria, and the United States limits women’s capacity for paid labor, amounting to $120 billion in lost productivity each year. Women who perform domestic chores, including collecting water for cleaning and cooking, are especially vulnerable to scorching temperatures. Just 9% of women’s working hours in India occur in air-conditioned workplaces. [Scientific American]
•
Climate risk challenges. As India faces a rapidly changing physical environment, extreme heat and humidity could put millions of lives and billions of dollars at risk. In fact, India could become one of the world’s first places to experience heat waves that exceed what a healthy human resting in the shade could survive, McKinsey Global Institute director Jonathan Woetzel and coauthors explain. Rising heat and humidity levels will also affect labor productivity and economic growth in an economy that relies substantially on outdoor work.
•
What extreme heat costs. Chronic exposure to extreme heat rapidly decreases people’s ability to perform outdoor work. In India, the number of daylight hours during which outdoor work is unsafe will increase approximately 15% by 2030, compared with today’s levels, McKinsey analysis reveals. Lost labor hours due to increasing heat and humidity levels could put roughly 2.5 to 4.5% of GDP at risk by 2030, equivalent to roughly $150 billion to $250 billion. See what it would take for India to address the risk of lethal heat waves.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:14 - 3 Aug 2023 -
คุณอยากรู้วิธีเร่งประสิทธิภาพของโรงงานอัจฉริยะหรือไม่?
Schneider Electric
กำลังมองหาการประมวลผลเอดจ์อุตสาหกรรมสำหรับโรงงานอัจฉริยะ?Dear Abul,
การประมวลผลข้อมูลอย่างรวดเร็วโดยไม่ชักช้าในโรงงานอัจฉริยะสามารถเพิ่มผลผลิตและความสามารถในการทำกำไรของบริษัทได้อย่างมากด้วยการตอบสนองอัตโนมัติในพื้นที่ ในการใช้กระบวนการอัตโนมัติของโรงงานอัจฉริยะอย่างแท้จริง ข้อมูลจะต้องได้รับการประมวลผลในหน่วยมิลลิวินาที ซึ่งเป็นการวางรากฐานสำหรับการใช้งานต่างๆ ตั้งแต่การบำรุงรักษาเชิงคาดการณ์ไปจนถึงกระบวนการผลิตและการดำเนินงานที่มีความคล่องตัวและเป็นดิจิทัล
ตรวจสอบโซลูชันศูนย์ข้อมูลขนาดเล็กต่างๆ สำหรับการนำกระบวนการอัตโนมัติของโรงงานอัจฉริยะไปใช้งานโดย Schneider Electric และหารือกับผู้เชี่ยวชาญของ Schneider Electric เราขอแนะนำให้คุณขอคำปรึกษาจากผู้เชี่ยวชาญ
© 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.
by "Noe Noe OO, Schneider Electric" <Marcom.thailand@se.com> - 09:02 - 2 Aug 2023 -
Enhance Driver Safety and Vehicle Efficiency with Our Driver Monitoring System 🚗💡!
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 2 Aug 2023 -
Workers’ ideas are a valuable transformation resource
Re:think
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ON WORKER INGENUITY
How companies can transform with workers’ insights
AD BhatiaWhen consumer companies undergo transformations, their focus is rightly on creating the infrastructure that can meet the multiple challenges that arise. Empowering a chief transformation officer and creating a transformation office are key elements of that.
But leaders should also take a step back and ask what—and who—these roles are meant to serve. We think the people in these roles should focus on building two kinds of capabilities across the entire team: one, getting used to the idea of sharing and accepting great ideas, whatever their source. And two, learning how to implement those ideas and change the way work gets done. Insights that come from a company’s workers can change the trajectory of a product, fix a frontline bug, or solve a long-running customer problem. Support and follow-through from managers are crucial here.
Focusing on capability building during a transformation is a great way to energize people so they feel buy-in for the transformation in the first place and maintain that enthusiasm over time. Some of the most exciting organizational changes we’ve witnessed are the result of individuals being newly empowered to bring their ideas to managers, who are newly open to receiving them and passing them along to their bosses.
Imagine a shift in mindset away from “worker, do X, Y, and Z” to “let’s ask frontline and more junior colleagues to help solve problems.” We’ve seen how that new mindset can lead to differentiated and inspiring results, particularly after senior leaders realize ideas may not be bubbling up on their own.
Our research has revealed several examples of how this works. Take this story from a beverage company: a frontline worker who had been on the same bottling line for years had become frustrated by how often the line jammed. He never did anything about it because he felt it wasn’t his job. However, when the company’s transformation launched, employees were encouraged to share their ideas. So, this worker suggested putting a small “kicker” on the line that would automatically free up jams. He was paired with an engineer to design the kicker together.
The frontline employee was also encouraged to share this idea with other lines and plants, which led to the kicker device being implemented across the network, driving significant productivity improvements. That success set the bar for other sites, which, in turn, began pushing their own new initiatives across the network. This constant idea generation became the new normal for the company.“When supported and implemented, insights that come from a company’s workers can change the trajectory of a product, fix a frontline bug, or solve a long-running customer problem.”
McKinsey’s research shows that capability-building programs for frontline workers can drive performance at scale. My colleague Kevin Carmody noted in a 2022 interview that companies that engaged their frontline employees lifted their shareholder returns considerably.
The store operations team at a footwear retailer recognized that complex backroom stocking layouts needed to evolve. In a prior era of in-store comparison shopping, it made sense to stock similar products from competing brands next to one another so that a store associate could bring several related footwear styles to a customer who asked to try on a specific shoe.
A store manager proposed testing a simplified back room that would make it easier and faster to access in-demand products. The team ran a rapid pilot in select stores and, after confirming there was real value to the changes, worked to implement this new way of working across stores, saving money while also improving customer experience.
A marketing manager with nearly 20 years of experience in consumer goods felt frustrated by the extreme seasonality of her business. The fate of her team’s yearlong efforts hinged on whether sales targets could be met in the last two months of the year. She got a chance to break this cycle when her company’s growth transformation launched.
She pitched an idea to create seasonal campaigns outside the holiday window to drive incremental sales throughout the year. While her idea itself wasn’t new, the organization’s receptiveness to it was. She gained broad buy-in by collaborating with her sales, finance, and product development colleagues to quantify the potential impact, ultimately garnering sponsorship from the chief commercial officer. This was possible because the company created a mechanism to turn ideas into real business cases that get approved and funded.
In each of these examples, the transformation infrastructure gave employees the chance to share ideas that had implications for the company’s bottom line. The best transformations break down silos, emphasize that problem solving is not just the purview of top management, and provide financial and other incentives to spur folks to take part. When employees are encouraged to jump in, and build new skills in the process, it gets addictive. They want to offer their thoughts more often, and so do their peers. Bottom-up ideas coupled with top-down support: that’s the golden transformation ticket.ABOUT THE AUTHOR
AD Bhatia is a partner in McKinsey’s New Jersey office and a leader in the Consumer Practice, where he focuses on consumer and retail transformations.
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UP NEXTHarald Fanderl on experience-led growth
Established companies often concentrate on acquiring new customers to be competitive, but they shouldn’t forget the advantage they already have: current customers. By focusing on their experience and satisfaction, leaders can optimize businesses and set a foundation to unlock future growth.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:56 - 2 Aug 2023 -
API Trends, Insights, Webinars, and More!
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We're back with our monthly API newsletter. Let's dive into this month's API trends, insights, webinars, and more!
Hot Off the PressIntroducing SwaggerHub Portal
Time to market is important for API development. SwaggerHub's newest integrated capabilities, Portal and Explore, can help you save time and resources by providing a centralized platform for designing, exploring, and documenting your APIs. Discover how at our upcoming webinar.
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BLOGWhat’s New in SwaggerHub: OpenAPI Specification 3.1We are excited to announce SwaggerHub’s support for OpenAPI 3.1. Learn more about our plans for future releases with OpenAPI 3.1 to enable complete API development and management workflow. 
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by "SmartBear API Team" <api-lifecycle-team@smartbearmail.com> - 05:39 - 2 Aug 2023 -
Psychological safety promotes better decisions and performance. How can leaders create it?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Under pressure. One organization estimates that anxiety and depression cost 12 billion working days, to the tune of $1 trillion in lost productivity across the globe each year. Organizations have committed everything from apps, free therapy, and assistance hotlines to help employees, but many workers are still stressed by their jobs. If the problem exists at an organization-wide level, then training programs will do little to help, one CEO says. Even if these initiatives survive postpandemic, they might not be accompanied by strategies to address unmanageable workloads, which may increase as persistent labor issues reduce staff. [FT]
•
The power of psychological safety. Social scientists consider psychological safety—feeling free to openly disagree and bring up concerns without fear of retaliation—a basic need that’s vital to personal well-being. Research reveals that psychological safety at work strongly predicts team performance, productivity, and quality—and is even connected with better overall health. Open lines of feedback and communication can cultivate more creativity and inclusivity. According to a survey led by McKinsey senior partner Aaron De Smet and colleagues, leaders can promote this environment by engaging in supportive, collaborative behaviors such as open-dialogue skills.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 2 Aug 2023 -
The state of AI in 2023: Generative AI’s breakout year
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:09 - 1 Aug 2023 -
Understanding the economic potential of generative AI
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• The AI-enabled accountant. Companies’ finance and accounting departments are filled with routine activities. Now, CFOs are exploring the potential of generative AI to automate tasks even as organizations are trimming costs and dealing with a shortage of accountants. By producing lengthy reports and presentations, generative AI could remove much of the typical work for auditors and accountants. That might allow finance professionals to play a greater role in decision making, which in turn may spark more interest in these careers. [WSJ]
• Productivity boost. As companies rush to adapt and implement generative AI, understanding its potential to deliver value to the economy and society will help shape critical decisions about the technology. Generative AI’s impact on productivity could add trillions of dollars in value to the global economy. Our latest research estimates that generative AI may add the equivalent of $2.6 trillion to $4.4 trillion annually across 63 use cases, McKinsey senior partner Lareina Yee and coauthors explain.
• Transforming knowledge work. Generative AI is likely to have the biggest effect on knowledge work, particularly activities involving decision making and collaboration. The capacity to automate activities that require applying expertise has increased to 58.5% in 2023, from 24.5% in 2017, while the ability to automate managing and developing talent jumped to 49.0% in 2023, from 15.5% in 2017, McKinsey estimates show. Consider how leaders may use generative AI to potentially create value, streamline processes, and augment employee performance.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:35 - 1 Aug 2023 -
กำลังมองหาแพลตฟอร์ม Edge ที่ปลอดภัยอยู่ใช่ไหม
Schneider Electric
ความปลอดภัยของเครือข่ายเอดจ์เครือข่ายเอดจ์แบบกระจายมีความสำคัญต่อภารกิจ แต่การหยุดทำงานเป็นภัยคุกคามเมื่อไม่ได้รับความสนใจเท่ากับที่ศูนย์ข้อมูลระบบคลาวด์ขนาดใหญ่ได้รับ อ่านเอกสารไวท์เปเปอร์เกี่ยวกับแนวทางปฏิบัติที่ดีที่สุดสำหรับความยืดหยุ่นและความปลอดภัยที่ Edge
ผ่านการทดสอบตามมาตรฐานระดับสูงEcoStruxure™ IT ได้รับการประเมินอย่างต่อเนื่องโดยพันธมิตรด้านความปลอดภัยบุคคลที่สามที่ได้รับการรับรอง ดังนั้นคุณจึงวางใจได้ว่าข้อมูลของลูกค้าอยู่ในมือที่ปลอดภัยและปลอดภัยในโลกไซเบอร์
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by "APC by Schneider Electric" <reply@se.com> - 11:00 - 31 Jul 2023 -
ADAS - Advanced Driver Assistance System designed to work with Multiple Industry
ADAS - Advanced Driver Assistance System designed to work with Multiple Industry
Discover the untapped potential of ADAS in enhancing safety and mitigating risks.
Use Cases Across Industries
Trucking Industry
Reduce accidents, improve fuel efficiency, and enhance cargo security with the power of ADAS in the trucking industry.
Passenger Transport
Enhanced safety for passengers, increased fleet efficiency, and improved customer experience.
Emergency Services
ADAS integration in emergency vehicles for prioritized traffic signal passage and safe intersection navigation.
Discuss your use-case to get your business growing
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Sunny Thakur" <sunny.thakur@uffizio.com> - 11:00 - 31 Jul 2023 -
Don't Miss Out! "Overview: Intel® Developer Cloud for the Edge – Bare-metal Development"
Don't Miss Out! "Overview: Intel® Developer Cloud for the Edge – Bare-metal Development"
Overview: Intel® Developer Cloud for the Edge – Bare-metal Development
Live Virtual training
Thursday, August 03, 2023
08:30 am - 9:30 am PDTRegister Now 
Intel® Developer Cloud for the Edge is designed to help you prototype, evaluate, and benchmark AI and edge solutions on Intel® hardware with immediate worldwide access. Within the Developer Cloud, the Bare-metal platform enables you to develop or import your computer vision or edge AI application using a JupyterLab environment on a bare-metal infrastructure.
In this session, you will learn:
- Intel® Developer Cloud for the Edge Overview
- Gain an understanding of Intel® Developer Cloud for the Edge, its key features, and the value it offers for edge computing.
- Software portfolio
- Discover how to harness the power of OpenVINO™ 2.0 API to build applications using code snippets, create reusable blocks of code to accelerate development.
- Explore the capabilities of Deep Learning Workbench for fine-tuning and optimizing your AI models.
- Explore real-world use cases with telemetry insights, demonstrating the practical application of the software portfolio.
- Hardware portfolio
- Get an exclusive look at the latest and greatest hardware onboarded on the Developer Cloud in 2022-2023
- Gain insights into the hardware's capabilities and how it can enhance your edge computing applications.
- Learn about workload testing and how to analyze inference performance on different Intel® Hardware.
- Discover how telemetry insights can provide valuable optimization opportunities for your projects.
- BKMs for software and hardware combinations
- Recommendations and guidelines for achieving optimal performance with specific software and hardware combinations.
Register Now 
Speaker
Monique Jones
Developer Cloud for the Edge - Technical Product Manager
IntelMeet Monique, a passionate technical product manager for Intel Developer Cloud for the Edge with 10+ years of experience in AI and cutting-edge technology. She brings a unique blend of technical expertise and product management skills to solve complex business challenges and drive innovation. Prior to her current role, as a senior software engineer and team lead at Intel, Monique developed end-to-end AI solutions and optimized AI models for Intel hardware, resulting in multi-million dollar design wins. Her experience and technical proficiency make her a sought-after speaker at worldwide conferences and events. Monique holds a Bachelor of Science in Electrical Engineering/Computer Engineering from Texas State University and is dedicated to staying current with the latest technology to leverage AI solutions for transformative change.
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by "Intel Corporation" <intel@plan.intel.com> - 11:30 - 31 Jul 2023 -
What’s age got to do with it? A leader’s guide to the changing workforce
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
As the world’s population ages and many people work past retirement age, more young people are entering the working world. The age group known as Gen Z (born 1996 to 2012) may account for a quarter of the global workforce by 2025. For probably the first time in modern history, employers may now have as many as five generations in the workplace simultaneously—making for a management challenge that few leaders are likely to have encountered in the past. Age-related stereotypes, prejudices, and misunderstandings can easily derail a multigenerational workforce. Here’s how to reduce the chances of that happening in your organization.
It may seem daunting to try to meet the needs of so many different age cohorts in the workplace. But work preferences across generations aren’t as varied as you might think. Our latest research on talent trends shows that “employees of all ages are looking for many of the same things at work and largely quit their jobs or start somewhere new for similar reasons,” note McKinsey researchers; for example, one reason most employees leave their jobs is inadequate pay. Where differences appear among age groups is when they stay in a job. Gen Zers are least likely to value money as a reason for staying; older employees value meaningful work slightly more than their younger counterparts; and everyone values flexibility, but for different reasons. Leaders need to consider a nuanced approach that treats their “current and prospective employees as unique human beings, rather than as members of a demographic segment,” suggest the McKinsey experts.
That’s the percentage of Gen Z respondents to a McKinsey American Opportunity Survey who report having received a diagnosis or treatment for mental illness—in contrast to just 31 percent of survey participants aged 55 to 64 who responded similarly. Gen Z respondents are also three times more likely to contemplate suicide than other generations. “While Gen Z is not the only generation facing mental-health challenges, their rates of distress may give employers, educators, and public-health leaders pause,” observe McKinsey senior partners André Dua and Kweilin Ellingrud and colleagues. “These stakeholders may want to consider the sentiment of this emerging generation as they plan for the future.”
That’s McKinsey partner Bryan Hancock on why personalized rituals or events are important to connect people of different generations. “We have gotten more diverse generation by generation,” says Hancock. “We really have to think about how to make more diverse groups of employees feel included.” For leaders, that may mean anchoring career-related conversations not on the constraints that different age groups might have but rather on broad concerns. For example, consider “helping folks think beyond the next six months, longer term,” suggests Hancock. “This works just as well with somebody who’s a boomer as with Gen X.”
“With talent being so competitive in the US and globally, employers like us are constantly looking to recruit and retain talent,” says Jo Ann Jenkins, CEO of AARP, a nonprofit organization that advocates for older adults. “What an ideal opportunity for older, experienced workers to help fill that talent gap.” In a discussion with McKinsey partner Ellen Feehan, Jenkins highlights the role of employers in supporting an age-diverse workforce. “It’s important to include staff and employees in the design of career opportunities and note the kind of flexibilities they want to see in the workplace,” she says. Jenkins supports the inclusion of age—among other aspects of diversity—in designing a “road map for creating not only a business case for healthy longevity but also a return on investments for companies.”
Workplace stereotypes can be highly detrimental to collaboration and productivity. Preconceived notions—for example, believing that older adults are afraid of technology or that younger people are lazy—can seriously harm employees’ motivation and job performance: in one experiment, older people received inferior training because of the trainer’s bias. Younger workers may be labeled as entitled or disrespectful. A useful objective for leaders may be to nurture a culture of harmony to which people of all ages and backgrounds can contribute. “To tackle the enormous global problems that we’re facing, we need everyone to participate,” says science journalist Jessica Nordell in a discussion with McKinsey. “We need all of the perspectives we can bring in.”
Lead across generations.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:12 - 31 Jul 2023
