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• Taking the pulse of social media marketing: A leader’s guide

  Social life ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Social media platforms seem to be everywhere all at once, to borrow from the title of a popular movie. With an estimated 4.9 billion users around the world and younger generations using it as their shopping channel of choice, social media can be a critical growth and marketing tool for companies. Leaders who use social media are viewed favorably by employees and external stakeholders alike. Yet fewer than half of top CEOs have a strong digital presence, and despite investing heavily in social media marketing, executives are not fully convinced of its positive impact. This week, let’s explore how social media can—and cannot—benefit your organization. AN IDEA Know what’s important for businesses About 92 percent of US companies use social media for marketing. But given a burgeoning number of social media platforms and users, organizations may find it difficult to develop a cohesive social media strategy. We find that four primary functions of social media are vital for businesses: monitor, respond, amplify, and lead consumer behavior. For example, 40 percent of consumers who make a complaint expect brands to respond within an hour. That may seem unrealistic, but companies meeting that high standard—currently, only about 50 percent of enterprises—stand a better chance of affecting consumer behavior positively. It may also be possible to lead long-term changes in consumer behavior through product launches, targeted deals and offers, and input from customers on social media. A BIG NUMBER 13 That’s the number of new users signing up to their first social media account every second. Can your customer service organization handle that kind of volume? Challenges you may encounter include varying customer expectations across different platforms, unpredictable service demands, and skill gaps among staff. “The quality of servicing on social media can have a significant impact on brand perception,” caution McKinsey senior partner Renny Thomas and colleagues. “Social content can go viral quickly, potentially turning small or isolated customer service issues into PR disasters.” Best practices for social media servicing include developing an end-to-end service strategy, defining workflows clearly, and deploying the appropriate technologies. A QUOTE “Many CEOs and other senior executives don’t feel comfortable when their companies go beyond mere ‘experiments’ with social media strategy.” That’s an observation from McKinsey researchers in 2012, when they noted that the reason for the leaders’ discomfort may have been the perception that social media initiatives lacked a clear return on investment. In the years since then, social media marketing has gone well beyond the experimental stage, but organizations remain unsure of its impact—possibly because “many brands entered the social media front lines without a clear strategy,” according to the author of a Harvard Business Review article. To ensure that social media objectives align with broader marketing strategies, companies need to “coordinate data, tools, technology, and talent across multiple functions,” suggest the McKinsey experts. A SPOTLIGHT INTERVIEW Companies spend millions on celebrity product endorsements, which appear to influence customer choices. Influencer marketing does something similar by enabling consumers to collaborate with brands to promote products to their followers on social media. “It used to be the case that you had to be a big celebrity, or you had to have a big name behind you to get one of these deals,” says Katie Freiberg, head of growth marketing at lingerie manufacturer ThirdLove, in a discussion with McKinsey partners Dianne Esber and Jane Wong. “But now anyone can be an influencer. It’s really all about having that following.” Larger companies that form influencer partnerships may find it hard to create the authenticity that smaller brands often do more easily, but managed properly, these arrangements can “supplement and sometimes overshadow traditional marketing campaigns,” according to Esber and Wong. ‘BORING’ Negative social media content—whether the result of hacking, customer comments, or reactions to your own organization’s posts—can destroy a brand’s reputation. A strong culture of security and risk management can help counter serious cyberthreats, says Julia Houston, chief strategy and marketing officer at credit bureau Equifax, in a conversation with McKinsey senior partner Ida Kristensen. “Culture is the thing that separates good security from great security,” Houston says. On a lighter note, brands can harm themselves all on their own: beware of “boring” posts, warns the author of an Entrepreneur magazine article. “Giving a fresh perspective on an old topic or going against the status quo is what gets noticed. The last thing you want to be is forgettable.” Lead socially. — Edited by Rama Ramaswami, senior editor, New York Out now: New issue of McKinsey Quarterly Sign up for a free membership to start reading the digital version of McKinsey Quarterly. The latest issue focuses on transformation in a time of disruption. Start reading  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 the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | 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> - 02:24 - 7 Aug 2023

• Recent reader faves

  On Point

  Fewer meetings, future mobility, and generative AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities We hope you’re enjoying On Point’s insights about what the daily news means for your business. After today, we’ll be taking a brief hiatus before returning to your inbox on August 21. In the meantime, make sure you haven’t missed these recent popular issues: Many of us spend too much time in meetings. Is a more efficient workday possible? What could your commute look like in 2035? What leadership capabilities and mindsets can help organizations thrive now? If you have friends or colleagues who might enjoy On Point, consider forwarding this email to them or sharing it on LinkedIn, Twitter, or Facebook. They can sign up for this or any of our 40+ other free email subscriptions at mckinsey.com/subscriptions. (And you might also want to revisit that page to see our full newsletter lineup.) Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 7 Aug 2023

• Revisit our readers' favorite charts

  The Week in Charts

  Look back at recent highlights before a brief hiatus ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Thanks for reading The Week in Charts, your source for visuals that help make sense of the latest news and business trends. As summer reaches its peak on our side of the world, we’ll be taking a two-week break from our typical send schedule, returning to your inbox on August 19. While we’re away, look back at some recent charts that resonated with our readers: Ten shifts coming to your organizations Show me the advancement potential, say tech workers Dropping out: Why teachers are leaving their roles If you have friends or colleagues who might enjoy The Week in Charts, consider forwarding this email to them or sharing it on LinkedIn, Twitter, or Facebook. They can sign up for this or any of our 40+ other free email subscriptions at mckinsey.com/subscriptions. (And you might also want to revisit that page to see our full newsletter lineup.) 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 The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | 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> - 03:50 - 5 Aug 2023

• EP71: CI/CD Pipeline Explained in Simple Terms

  EP71: CI/CD Pipeline Explained in Simple Terms

  

  This week’s system design refresher: Why Google and Meta Put Billion Lines of Code In 1 Repository? (Youtube video) CI/CD Pipeline Explained in Simple Terms What does API gateway do? Docker vs. Kubernetes. Which one should we use? Cloud Native Anti Patterns  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Open in app or online EP71: CI/CD Pipeline Explained in Simple Terms ByteByteGo Aug 5   Share   This week’s system design refresher: Why Google and Meta Put Billion Lines of Code In 1 Repository? (Youtube video) CI/CD Pipeline Explained in Simple Terms What does API gateway do? Docker vs. Kubernetes. Which one should we use? Cloud Native Anti Patterns QA Wolf gets you to 80% automated test coverage in 4 months (Sponsored) Manually end-to-end testing? Here's why you should switch to automation: Test all your user flows in 3 minutes Freedom to run your test suite whenever you want Increased confidence in releases Time to focus on other priorities The list goes on... So why wouldn't you? Time and resources. In-house teams typically take 2 years to reach high coverage. And you need at least a few automation engineers to build, run, and maintain a test suite. Not anymore. QA Wolf offers a cost-effective approach to getting 80% test coverage in just 4 months — even for the most complex web apps. And, they include unlimited parallel runs on their testing infrastructure + 24-hour maintenance and triage. Schedule a demo to learn more. PS: QA Wolf has a 4.8/5 ⭐️ rating on G2 - reviewed by companies with 51-1000+ employees. Learn more Why Google and Meta Put Billion Lines of Code In 1 Repository? Upgrade to paid CI/CD Pipeline Explained in Simple Terms Section 1 - SDLC with CI/CD The software development life cycle (SDLC) consists of several key stages: development, testing, deployment, and maintenance. CI/CD automates and integrates these stages to enable faster, more reliable releases. When code is pushed to a git repository, it triggers an automated build and test process. End-to-end (e2e) test cases are run to validate the code. If tests pass, the code can be automatically deployed to staging/production. If issues are found, the code is sent back to development for bug fixing. This automation provides fast feedback to developers and reduces risk of bugs in production. Section 2 - Difference between CI and CD Continuous Integration (CI) automates the build, test, and merge process. It runs tests whenever code is committed to detect integration issues early. This encourages frequent code commits and rapid feedback. Continuous Delivery (CD) automates release processes like infrastructure changes and deployment. It ensures software can be released reliably at any time through automated workflows. CD may also automate the manual testing and approval steps required before production deployment. Section 3 - CI/CD Pipeline A typical CI/CD pipeline has several connected stages: - Developer commits code changes to source control - CI server detects changes and triggers build - Code is compiled, tested (unit, integration tests) - Test results reported to developer - On success, artifacts are deployed to staging environments - Further testing may be done on staging before release - CD system deploys approved changes to production Latest articles If you’re not a subscriber, here’s what you missed this month. "I Was Under Leveled!" — Avoiding the Tragedy of Making Only $500k a Year Network Protocols behind Server Push, Online Gaming, and Emails The Foundation of REST API: HTTP Database Indexing Strategies Network Protocols Run the Internet To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid What does API gateway do? The diagram below shows the detail. Step 1 - The client sends an HTTP request to the API gateway. Step 2 - The API gateway parses and validates the attributes in the HTTP request. Step 3 - The API gateway performs allow-list/deny-list checks. Step 4 - The API gateway talks to an identity provider for authentication and authorization. Step 5 - The rate limiting rules are applied to the request. If it is over the limit, the request is rejected. Steps 6 and 7 - Now that the request has passed basic checks, the API gateway finds the relevant service to route to by path matching. Step 8 - The API gateway transforms the request into the appropriate protocol and sends it to backend microservices. Steps 9-12: The API gateway can handle errors properly, and deals with faults if the error takes a longer time to recover (circuit break). It can also leverage ELK (Elastic-Logstash-Kibana) stack for logging and monitoring. We sometimes cache data in the API gateway. Over to you: What’s the difference between a load balancer and an API gateway? Do we need to use different API gateways for PC, mobile and browser separately? Docker vs. Kubernetes. Which one should we use? What is Docker ? Docker is an open-source platform that allows you to package, distribute, and run applications in isolated containers. It focuses on containerization, providing lightweight environments that encapsulate applications and their dependencies. What is Kubernetes ? Kubernetes, often referred to as K8s, is an open-source container orchestration platform. It provides a framework for automating the deployment, scaling, and management of containerized applications across a cluster of nodes. How are both different from each other ? Docker: Docker operates at the individual container level on a single operating system host. You must manually manage each host and setting up networks, security policies, and storage for multiple related containers can be complex. Kubernetes: Kubernetes operates at the cluster level. It manages multiple containerized applications across multiple hosts, providing automation for tasks like load balancing, scaling, and ensuring the desired state of applications. In short, Docker focuses on containerization and running containers on individual hosts, while Kubernetes specializes in managing and orchestrating containers at scale across a cluster of hosts. Over to you: What challenges prompted you to switch from Docker to Kubernetes for managing containerized applications? Guest post by Govardhana Miriyala Kannaiah. Cloud Native Anti Patterns By being aware of these anti-patterns and following cloud-native best practices, you can design, build, and operate more robust, scalable, and cost-efficient cloud-native applications. Monolithic Architecture: One large, tightly coupled application running on the cloud, hindering scalability and agility Ignoring Cost Optimization: Cloud services can be expensive, and not optimizing costs can result in budget overruns Mutable Infrastructure: - Infrastructure components are to be treated as disposable and are never modified in place - Failing to embrace this approach can lead to configuration drift, increased maintenance, and decreased reliability Inefficient DB Access Patterns: Use of overly complex queries or lacking database indexing, can lead to performance degradation and database bottlenecks Large Containers or Bloated Images: Creating large containers or using bloated images can increase deployment times, consume more resources, and slow down application scaling Ignoring CI/CD Pipelines: Deployments become manual and error-prone, impeding the speed and frequency of software releases Shared Resources Dependency: Applications relying on shared resources like databases can create contention and bottlenecks, affecting overall performance Using Too Many Cloud Services Without a Strategy: While cloud providers offer a vast array of services, using too many of them without a clear strategy can create complexity and make it harder to manage the application. Stateful Components: Relying on persistent state in applications can introduce complexity, hinder scalability, and limit fault tolerance Over to you: What anti-patterns have you faced in your cloud-native journey? How did you conquer them? Latest articles Here are the latest articles you may have missed: Mastering the Art of API Design Understanding Database Types Password Authentication Password Authentication Passwordless Authentication What, Why, and Where is Cache? Cache Replacement and Invalidation Distributed cache, Cache strategies Managing Operational Challenges in Caching Monolithic Application Caching, Object Store, Modular Monoliths, Microservices Modern Frontend Frameworks and Hosting Platforms Scaling Modern Startup Stack To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 5 Aug 2023

• The top trends in tech

  Plus, gen AI’s breakout year ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, August 2023 The first half of 2023 has seen a resurgence of enthusiasm about technology’s potential to catalyze progress in business and society—and generative AI (gen AI) deserves much of the credit for this revival. What are the top trends executives should pay attention to as the second half of the year unfolds? In our first featured story this month, Michael Chui, Mena Issler, Roger Roberts, and Lareina Yee—representing views from McKinsey’s Technology Council—identify the 15 most significant technology trends developing today and highlight how businesses can capitalize on them to propel innovation and achieve sustainable growth. Our second featured story presents findings from the latest annual McKinsey Global Survey on the current state of AI, which confirms the explosive growth of gen AI tools. Other highlights in this month’s issue include the following topics: • how gen AI and other forces are changing the way people work and the work people do • the effects of the COVID-19 pandemic on real estate in “superstar” cities • why middle managers are the true center of organizations • four must-dos today for retail executives Editor’s choice McKinsey Technology Trends Outlook 2023 Which technology trends matter most for companies in 2023? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Get up to speed  The state of AI in 2023: Generative AI’s breakout year As organizations rapidly deploy generative AI tools, survey respondents expect significant effects on their industries and workforces. Dive into the findings  THIS MONTH’s HIGHLIGHTS Generative AI and the future of work in America Multiple forces are set to fuel growth in certain occupations and erode jobs in others. Download the full report Empty spaces and hybrid places: The pandemic’s lasting impact on real estate Real estate in the world’s superstar cities has not kept up with shifts in behavior caused by the pandemic. The cities’ vibrancy is at risk, and they will have to adapt. Explore the full report Middle managers are the heart of your company Stop thinking of middle management as a way station. Instead, make it a destination. Offer the right rewards Retail reset: A new playbook for retail leaders In light of unprecedented industry disruption, a retailer’s actions today could determine whether it spends the next 20 years as a leader or a laggard. Here are four must-dos for retail executives. Think creatively Making sense of generational stereotypes at work Boomers to the left of you; Gen Z to the right. Are we really so bafflingly different? People are people Digital and AI transformation’s new playbook Chatbots, cloud computing, generative AI—a company’s digital transformation has never been more paramount. Are you rewired to win? Dive deeper ALSO New Sending it forward: Successfully transitioning out of the CEO role In the face of volatility, CFOs—and their organizations—adapt Economic conditions outlook during turbulent times, June 2023 A bigger, bolder vision: How CROs are propelling growth from the C-suite Four essential questions for boards to ask about generative AI The net-zero materials transition: Implications for global supply chains War in Ukraine: Twelve disruptions changing the world—update The rewired enterprise: How five companies built to outcompete Technology’s generational moment with generative AI: A CIO and CTO guide How top performers outpace peers in sales productivity Attracting and retaining tech talent to sustain mobility’s growth Tackling healthcare’s biggest burdens with generative AI Performance edge: Investors hone their strategies for a new era Author Talks: To nurture true potential, reimagine intelligence OUT NOW: 2023 summer reading guide McKinsey’s annual book list from leaders and editors is back—and once again offers compelling picks that reflect the times. Start reading  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics What’s the link between “moments of truth” and customers’ purchase decisions? Read our 2006 classic “The ‘moment of truth’ in customer service” to learn more. Rewind The Daily Read Our Daily Read newsletter highlights an article a day, picked by our editors. 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:15 - 5 Aug 2023

• The future of hotels: Customized experiences, sustainable practices

  Explore the hotels of tomorrow ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey’s Travel, Logistics & Infrastructure Practice The Next Normal | Explore the hotels of tomorrow The future of hotels: Customized experiences, sustainable practices When you walk into your hotel, the staff will greet you by name, know your travel preferences, and anticipate your needs. Almost every aspect of your stay will be personalized to your tastes, and you can reconfigure your room at any time to make it suitable for work, exercise, socializing, or sleep. For all leading hotel brands, the well-being of both guests and employees—and the health of the planet—will be top priorities. Welcome to the hospitality industry’s next normal. Stay a while Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert 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 Next Normal newsletter list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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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

  Get updated ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey’s Sustainability Practice New from McKinsey & Company Sustainable and inclusive growth: A weekly briefing Changes in how we live, work, and travel are going to fundamentally reshape certain industries over the next decade. Our weekly digest of insights explores that topic and more. Get updated Related Reading Generative AI and the future of work in America  2023 summer reading guide Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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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

  Picks from leaders around the world ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Books for summer reading In the news • Take it easy. Although humans often dream of a life of leisure, it’s been the norm to work 40 hours a week since the 1990s. With the acceleration of AI, people increasingly speculate about whether machines will totally replace human labor—but could society actually handle that? Present-day workers seem uncomfortable with relaxing, using leisure time to pursue goals. That hasn’t always been the case. In 17th-century England, knitters routinely skipped work to go to “the alehouse or nine-pins,” a Royal Society fellow complained. Perhaps a more leisurely life of rest is needed. [FT] • 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] Perhaps as a sign of much-needed respite, the most popular genre this year was fiction and poetry. On McKinsey.com • 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. • Something for everyone. Out of more than 70 selections, the top two books CEOs, founders, and editors recommended for McKinsey’s 2023 summer reading guide were The Age of AI: And Our Human Future—by Daniel Huttenlocher, Henry A. Kissinger, and Eric Schmidt—and Trust by Hernan Diaz. These are from our innovation and fiction and poetry genres, respectively. In addition to these genres, with this year’s list, you’ll find books across genres such as workplace culture, history, personal development, biography and memoir, and more. Enjoy our annual book list — 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 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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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

  

  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.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Open in app or online This is a sneak peek of today’s paid newsletter for our premium subscribers. Get access to this issue and all future issues - by subscribing today. Upgrade to paid Latest articles If you’re not a subscriber, here’s what you missed this month. "I Was Under Leveled!" — Avoiding the Tragedy of Making Only $500k a Year Network Protocols behind Server Push, Online Gaming, and Emails The Foundation of REST API: HTTP Database Indexing Strategies Network Protocols Run the Internet To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Database Indexing Strategies - Part 2 ByteByteGo Aug 3 ∙ Preview   Share   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. 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... Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:39 - 3 Aug 2023

• ‘Crossing the river by feeling the stones’

  Resilience is key ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey’s Risk & Resilience practice New from McKinsey Quarterly ‘Crossing the river by feeling the stones’ In this edition of The Quarterly Interview: Provocations to Ponder, eminent economist and tech historian W. Brian Arthur looks at how businesses can adapt to a world of continued uncertainty. Resilience is key Related Reading The future of wealth and growth hangs in the balance  ‘The creative process is fabulously unpredictable. A great idea cannot be predicted’  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert 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 alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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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. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. 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 © 2023 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> - 05:36 - 3 Aug 2023

• As heat and humidity increase, could India get too hot to work?

  On Point

  The cost of lost labor hours ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Searing heat in India In the news • A deadly threat. Rising temperatures significantly threaten the physical and economic health of women and girls around the world. As a result of extreme heat, by 2050, more than 200,000 women in India, Nigeria, and the United States could die each year, new research by the Atlantic Council finds. Excessive heat restricts women’s working hours, resulting in a loss of income. The poorest women—such as West Bengal bricklayers who work outdoors and perform arduous physical labor—are often the most affected. [Atlantic Council] • 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] We estimate that 160 million to 200 million people could be living in urban areas in India with a nonzero annual probability of experiencing a lethal heatwave as soon as 2030. On McKinsey.com • 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. Understand climate risk in India — 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 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:14 - 3 Aug 2023

• คุณอยากรู้วิธีเร่งประสิทธิภาพของโรงงานอัจฉริยะหรือไม่?

  Schneider Electric

  เชื่อมต่อกับ Edge Expert

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  เชื่อมต่อกับ Edge Expert   >ดูออนไลน์     กำลังมองหาการประมวลผลเอดจ์อุตสาหกรรมสำหรับโรงงานอัจฉริยะ?   Dear Abul, การประมวลผลข้อมูลอย่างรวดเร็วโดยไม่ชักช้าในโรงงานอัจฉริยะสามารถเพิ่มผลผลิตและความสามารถในการทำกำไรของบริษัทได้อย่างมากด้วยการตอบสนองอัตโนมัติในพื้นที่ ในการใช้กระบวนการอัตโนมัติของโรงงานอัจฉริยะอย่างแท้จริง ข้อมูลจะต้องได้รับการประมวลผลในหน่วยมิลลิวินาที ซึ่งเป็นการวางรากฐานสำหรับการใช้งานต่างๆ ตั้งแต่การบำรุงรักษาเชิงคาดการณ์ไปจนถึงกระบวนการผลิตและการดำเนินงานที่มีความคล่องตัวและเป็นดิจิทัล ตรวจสอบโซลูชันศูนย์ข้อมูลขนาดเล็กต่างๆ สำหรับการนำกระบวนการอัตโนมัติของโรงงานอัจฉริยะไปใช้งานโดย Schneider Electric และหารือกับผู้เชี่ยวชาญของ Schneider Electric เราขอแนะนำให้คุณขอคำปรึกษาจากผู้เชี่ยวชาญ   เชื่อมต่อกับ Edge Expert       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 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.

   

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  by "Noe Noe OO, Schneider Electric" <Marcom.thailand@se.com> - 09:02 - 2 Aug 2023

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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

  Transforming from the bottom up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ON WORKER INGENUITY How companies can transform with workers’ insights AD Bhatia When 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. MORE FROM THIS AUTHOR Meet the newest member of the consumer C-suite: The chief transformation officer More consumer companies are turning to chief transformation officers, but the role is often ill-defined. Here’s how organizations can empower this crucial position to drive holistic change. More  Transforming through disruption: A conversation with Dan Antonelli Dan Antonelli, CEO and president of Ruiz Foods, takes us through his company’s transformation journey and shares hard-won insights on how to drive sustainable and lasting change. More  UP NEXT Harald 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. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:56 - 2 Aug 2023

• API Trends, Insights, Webinars, and More!

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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

  Skills to build psychological safety ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Playing it (psychologically) safe In the news • Too much of a good thing. The Great Resignation of the pandemic years—government data shows roughly 98 million people left their jobs in 2021 and 2022—shone a light on toxic work cultures. But an insincere brand of niceness doesn’t actually fix toxicity, which is generally defined as environments that are not inclusive. According to psychology professor and author Tessa West, too much niceness doesn’t equate to empathy and can prevent managers from giving the critical feedback that helps people grow. [Fortune] • 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] According to one McKinsey survey, an overwhelming 89% of employee respondents said they believe that psychological safety in the workplace is essential. On McKinsey.com • 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. • Developing inclusive leaders. Creating psychological safety in the workplace requires an investment in developing empathetic and compassionate leaders. Organizations can formalize a commitment to psychological safety by reducing the stigma around mental health, offering leadership training that goes beyond a one-off presentation, and incorporating skill development into leaders’ daily work. Explore three leadership styles that best foster psychological safety at work. Create a safe space at work — Edited by Gwyn Herbein, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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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

  Dive into the findings ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about QuantumBlack, AI by McKinsey New from McKinsey & Company The state of AI in 2023: Generative AI’s breakout year As organizations rapidly deploy generative AI tools, survey respondents expect significant effects on their industries and workforces. Dive into the findings Related Reading The economic potential of generative AI: The next productivity frontier  Generative AI and the future of work in America  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:09 - 1 Aug 2023

• Finance, Loan And Investment Opportunity

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  by "AMBIENCE INVESTMENTS FZE" <info@nycthings.com> - 11:00 - 1 Aug 2023

• Understanding the economic potential of generative AI

  On Point

  Four areas could benefit the most ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The rise of generative AI In the news • Custom credit cards. Although generative-AI tools have clearly captured the world's attention, finance leaders have been using computers to automate banking for decades, starting with ATMs in the 1970s. Still, generative AI represents a breakthrough in the development of artificial intelligence. Generative AI’s ability to use training data to create new content could give financial institutions the capacity to personalize products for every consumer. Banks might, for example, offer credit cards with financial perks that factor in how frequently someone orders takeout or travels for work. [Fortune] • 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] About 75% of the value that generative-AI use cases could deliver falls across customer operations, marketing and sales, software engineering, and R&D. On McKinsey.com • 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. See what generative AI could do — 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 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:35 - 1 Aug 2023