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• Give Your APIs the Spotlight They Deserve

  SmartBear

  Introducing SwaggerHub Portal

  VIEW IN BROWSER Hi Abul, We are excited to announce SwaggerHub Portal, SwaggerHub’s new feature to customize consumer-facing documentation that drives the adoption of your APIs. At SmartBear, it is our goal to provide you with practical tools to build quality software faster. SwaggerHub and SwaggerHub Portal will work together to centralize your API design, collaboration, and documentation all in one place. Save time and resources by instantly syncing your API designs from SwaggerHub with zero context switching. Adding this integrated feature to your SwaggerHub toolkit will equip your consumers with comprehensive onboarding guides to understand your APIs and easily bring them to market.   Learn More   If you want to learn about API documentation and this new release, check out the resources below.   Resources for Getting Started Get started with SwaggerHub Portal Demo Video Join us for an upcoming webinar   Download Report   Best, The SwaggerHub Team

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  by "The SwaggerHub Team" <swaggerhub-team@smartbearmail.com> - 05:33 - 26 Jul 2023

• Taking the pulse of US consumers

  On Point

  Key trends in consumer spending ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 state of US consumers In the news • Pinching pennies. US consumers are reining in spending on personal-hygiene products, and that includes everyday basics. From June 2022 to June 2023, consumers bought 3 to 4% fewer units of laundry detergent, toilet paper, and toothpaste, according to the consumer intelligence company NIQ. As shoppers trade down to cheaper brands and products, that could spell pain for retailers and consumer-focused companies that are accustomed to raising prices to cover higher costs. [Bloomberg] • Summer getaway. Travel fares are falling sharply in the US leisure industry, a welcome sign for government officials hoping to cool down inflation without tipping the economy into recession. Airline ticket prices dropped 19% from June 2022 to June 2023, while car rental rates decreased 12%, according to US government data. Demand for travel is still going strong. Roughly six in ten consumers have already traveled for leisure or are planning to do so in 2023, a recent survey of nearly 3,700 US adults found. [NBC] For the first time since the pandemic, the change in real year-over-year spending entered negative territory across all age and income groups. On McKinsey.com • Spending stalls. As we head into the summer months, temperatures may be rising across America, but consumer spending is heading in the opposite direction, McKinsey partner Kari Alldredge and coauthors reveal. In fact, across all age and income groups, consumer spending (as measured by credit card expenditures) is lower than it was a year ago. Although the rate of decline was relatively consistent across demographic groups, low-income consumers showed the steepest drop in spending, at –4.5%. • Urge to splurge. In April 2023, at least half of Gen Zers and millennials in every income group said that they were planning to splurge. But consumers don’t always do what they intend: real year-over-year spending fell across all income groups that month. Still, some categories seem to be benefiting from the intent to spend freely. Travel was a top category for consumers wanting to splurge in the second quarter of 2023, and travel saw 2% real year-over-year spending growth in April. See our latest research on US consumer spending. Understand US consumers — 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> - 12:37 - 26 Jul 2023

• What it takes to successfully transition out of the CEO role

  Embrace what's next ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Being a CEO is undoubtedly a difficult job, but leaving the role can often be even more challenging. Much like a relay race, the goal of the handover is to ensure that the next person is well positioned to perform even better after the baton is handed off. Based on interviews with some of the world’s most well-known chief executives, McKinsey senior partners Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink suggest four best practices for CEOs who are thinking about the end game: deciding when to go, finishing the job of succession planning, ensuring a clean handoff to the successor, and embracing what’s next. Check out the new McKinsey Quarterly article and see what it takes to achieve a gold-medal-worthy finish to your CEO tenure. Sending it forward: Successfully transitioning out of the CEO role Great CEOs know that the transition to their successor will define their legacy and cement the strength of what they’ve built. Here’s how they do it right. Embrace what’s next   Quote of the day “As employers, we have to stay constant and continue to grow to ensure our employees are happy because we know that happy employees are healthy employees.” —Jo Ann Jenkins, chief executive officer of AARP, on the role of employers in the health and well-being of employees in “‘Older workers are good for business’: AARP CEO Jo Ann Jenkins” Chart of the day See today’s chart   ALSO NEW A bigger, bolder vision: How CROs are propelling growth from the C-suite Chief revenue officers are boosting revenue at not only start-ups but also established companies. 4 traits   The McKinsey guide to excelling as a CEO The CEO role is arguably more challenging than it’s ever been. Become the most effective leader you can be with expert insights and advice on topics that should be at the top of your agenda, including gen AI, digital transformations, the changing talent landscape, growth and resilience, the net-zero transition, DEI, and more. Explore the collection  What could a new era mean for Latin America? Current global challenges could usher in a new era. What might this mean for Latin American economies? Shape the future   — Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly 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 Daily Read" <publishing@email.mckinsey.com> - 05:15 - 25 Jul 2023

• Get 20% off your next extension for 10 minutes of feedback

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  by "Woo" <research@woocommerce.com> - 12:30 - 25 Jul 2023

• You're Invited! Our EMEA User Meetups are Back this September

  New Relic

  Event Invitation Our EMEA User Meetups are Back Coming to a city near you this September Join us for food, drinks, swag and of course - data talk! We’ve got a jam-packed agenda of hands-on talks, before wrapping up the afternoon with food and drinks.   Register Now   Join us at our upcoming ‘Back to School edition’ user meetups happening across EMEA this September in a city near you. Tel Aviv - Wednesday 6 September Register Stockholm - Tuesday 12 September Register Amsterdam - Wednesday 13 September Register Paris - Thursday 14 September Register (EN) or Register (FR) Dubai - Thursday 14 September Register Manchester - Tuesday 19 September Register Berlin - Tuesday 19 September Register London - Wednesday 20 September Register Madrid - Tuesday 26 September Register Tap into the expertise of our local engineers and fellow users as they show you what’s new in observability and share best practices on how they are using New Relic. Our theme will be ‘back to school’, where we’ll give you essential tips and shortcuts to help you prepare for the peak sales period ahead. Whether you are new to New Relic or an experienced user, there’s something for everyone. And we’ll also be throwing in some great giveaways on the day! Don’t forget to bring your laptop and charger so we can get hands on. We look forward to seeing you there! Register Now View in browser This email was sent to info@learn.odoo.com. Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190 Strand Bridge House, 138-142 Strand, London WC2R 1HH © 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 EMEA Events" <emeamarketing@newrelic.com> - 05:07 - 25 Jul 2023

• Can traditional companies snag the tech workers needed in the age of AI?

  On Point

  How rewiring HR could help ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Transform HR for better tech talent In the news • Needed: new AI skills. AI adoption has renewed interest in established IT skills, but it also requires entirely new ones. Prompt engineers, AI compliance specialists, and AI ethics advisers are roles that didn’t exist until very recently, and there is even demand to add AI-focused roles in the C-suite. Also needed: new security jobs, thanks in part to “shadow IT”—employees’ unapproved use of AI—which exposes companies to new risks. Experts say two elements will set employees up to meet companies’ needs: organizational knowledge, to understand what technologies companies actually require, and a commitment to continuous learning. [CIO] • Courting tech talent. Following layoffs as well as a 33% decrease in job openings in the tech industry in the first three months of 2023, government agencies and a wide range of other employers, including hoteliers, financial institutions, and railroad companies, are snapping up tech workers who were once eager to work only for tech giants. Yet overall, there is still stiff competition for tech talent: the unemployment rate among American tech workers is just 2%. [AP] McKinsey’s research and experience in the tech talent field show that the top 25 to 50 most critical roles can create the bulk of a company’s potential value. On McKinsey.com • Another company’s gain. Unlike tech companies, incumbent organizations in other industries have historically had trouble attracting the tech talent they need. This year’s tech industry layoffs create an opportunity for traditional players: McKinsey analysis from the first half of 2023 finds that more than 80% of laid-off tech workers find new jobs within three months, often with nontech companies. An end-to-end approach to HR can help attract—and just as important, retain—tech talent at these organizations, reveal McKinsey senior partner Dana Maor and coauthors. • HR can get you far. A holistic HR approach looks at three S’s for improving a company’s tech workforce. For sourcing, identify the roles that create the most value and the skills needed for them, and search beyond the usual suspects both inside and outside the organization. Support the hiring and onboarding processes with digital tools, and then scale technology expertise by using digital tools to meet employees’ development needs. See how HR teams in banking, consumer goods, and other industries are improving their ability to recruit and retain top tech talent. Update HR processes — Edited by Heather Hanselman, 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> - 12:24 - 25 Jul 2023

• You still have time to register for August DevCon

  You still have time to register for August DevCon

  Join us on August 9th for our free workshop

  Beyond the Continuum: The Importance of Quantization in Deep Learning August 9, 2023; 7PM-8PM IST Register now Md Abul, Quantization is a valuable process in Deep Learning of mapping continuous values to a smaller set of discrete finite values. In this talk, we will explore the different types of quantization techniques that can be applied to deep learning models. In addition, we will give an overview of the Neural Network Compression Framework (NNCF) and how it complements the OpenVINO™ toolkit to achieve outstanding performance. What you’ll learn: The value of quantization and different types of quantization How to harness NNCF with the OpenVINO™ toolkit A Jupyter Notebook demonstrating a neural network graph before-and-after quantization with performance comparisons Register today   Adrian Boguszewski AI Software Evangelist, Intel Adrian is frequently a speaker at data science conferences, enjoys working with big data and creating solutions for big companies in Poland. Zhuo Wu AI Software Evangelist, Intel Zhuo is an AI evangelist at Intel focusing on OpenVINO toolkit. Her work ranges from deep learning technologies to 5G wireless communication technologies. Upcoming Workshops Sept 5   How To Build a Smart Queue Management System Step by Step? From Zero to Hero 7PM-8PM IST Register early On-Demand Workshops Harness Generative AI Acceleration with OpenVINO™ Toolkit OpenVINO™ 2023.0 – See What’s New View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Webinars. To view and manage your marketing-related email preferences with Intel, please click here. © 2023 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

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  by "Intel Developer Zone" <intel.developer.zone@plan.intel.com> - 02:26 - 24 Jul 2023

• What could a new era mean for Latin America?

  Shape the future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute New from McKinsey Global Institute What could a new era mean for Latin America? Current global challenges could usher in a new era. What might this mean for Latin American economies? Shape the future Related Reading On the cusp of a new era?  The economic potential of generative AI: The next productivity frontier  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 Global Institute" <publishing@email.mckinsey.com> - 12:57 - 24 Jul 2023

• Last chance to register for the Edge Insight for Industrial Overview

  Last chance to register for the Edge Insight for Industrial Overview

  Edge Insight for Industrial Overview Thursday, July 27, 2023 07:30‌ am - 08:30‌ am PDT Register Now Edge Insight for Industrial consists of a set of pre-integrated ingredients optimized for Intel® architecture. It includes modules that enable data collection, storage, and analytics for both time-series and video data, as well as the ability to act on these insights by sending downstream commands to tools or devices. In this session you will learn EII v4.0.0 key features and improvements. Register Now Speaker Murni Jasamai Enabling and Optimization Engineer- Intel Murni has joined Intel since 2018 and works in the Machine Vision and Analytics domains to support solutions for customer enablement. Currently, she is working as a solution enabling and optimization engineer, and one of the main focus areas that she is supporting is Edge Insight for Industrial. View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Webinars. To view and manage your marketing-related email preferences with Intel, please click here. © 2023 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

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  by "Intel Corporation" <intel@plan.intel.com> - 11:32 - 24 Jul 2023

• Register Now for webinar - Overview: Intel® Developer cloud for the Edge – Bare-metal Development

  Register Now for webinar - 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 PDT Register 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 Intel Meet 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. View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Webinars. To view and manage your marketing-related email preferences with Intel, please click here. © 2023 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

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  by "Intel Corporation" <intel@plan.intel.com> - 11:32 - 24 Jul 2023

• A leader’s guide to new-business building for established companies

  Mind your own business ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Despite the economic uncertainty of the past three years—and the lingering aftereffects of the pandemic—building new businesses remains a reliable way to boost organizational growth. Our latest McKinsey Global Survey of business leaders shows that companies that prioritize new-business building—even during turbulent economic conditions—grow faster than those that don’t. We estimate that new businesses built by large incumbent organizations currently generate $5 trillion in revenues, which could grow to $30 trillion in five years. But hatching a unicorn isn’t always easy for traditional organizations: the most successful ones combine the stability and scale of an established business with the freewheeling autonomy of a start-up. This week, we explore some ways to achieve that balance. AN IDEA Don’t act like a start-up That’s one of five lessons that established companies may want to keep in mind when launching new businesses. “Leaders often underestimate the difficulty of starting a new venture within the existing landscape of processes, culture, and behaviors,” note McKinsey senior partners Ralf Dreischmeier and Nimal Manuel and colleagues. Rather than trying to imitate the speed and adventurousness of start-ups, incumbents may be better off playing to their own strengths, such as the parent company’s brand recognition, strong supplier base, loyal customers, or existing logistics infrastructure. To up the odds of a new venture’s success, it helps to build for scale from the start, striking “a healthy balance between developing new capabilities, building long-term solutions, and optimizing existing features,” according to the McKinsey experts. A BIG NUMBER 3 That’s the number of technology approaches that can be combined to launch new businesses faster and more effectively. McKinsey senior partner Stéphane Bout and partners Philipp Hillenbrand and Henning Soller suggest the use of software as a service (SaaS), serverless architecture, and open-source code to maximize existing technologies and reduce development and maintenance tasks. For example, by using serverless architecture across a series of spin-off products, an energy company reduced the time and staff needed to support the new tech infrastructure. The company also improved its capacity to make processing performance enhancements quickly as the new businesses expanded. A QUOTE “I visualize the large corporation as a big tanker going in a direction that’s very difficult to steer. The new ventures are like lots of little motorboats that are around the tanker—satellites that are moving very quickly.” That’s Hitachi executive Ram Ramachander on the dynamics of managing start-ups within a larger company. As the CEO of Hitachi ZeroCarbon and chief digital officer of Hitachi Europe, Ramachander runs a portfolio of new ventures that combine net-zero objectives and digital solutions. In a conversation with McKinsey partner Subu Narayanan, Ramachander points out that when launching new businesses, leaders at large corporations may need to rethink traditional measures of success such as quarterly performance expectations. “In the early stages, you need to invest without necessarily knowing where all of the revenue opportunities exist,” he says. “You’ve got to be very open-minded about that.” He compares his organization at Hitachi to the little motorboats circling a tanker: “We work in an entrepreneurial style, we fail fast, we have agility. And we want to bring the tanker in the same direction.” A SPOTLIGHT INTERVIEW Partnering with start-ups to create new ventures may offer established organizations access to faster product development and top talent; for their part, start-ups stand to gain vital financing, along with access to the corporate partner’s customers. “The growth in digitization over the past year has driven the need to innovate, putting even more spotlight on getting these partnerships right,” says McKinsey partner Tawanda Sibanda in an episode of McKinsey’s Inside the Strategy Room podcast. Potential pain points to watch for include cultural gaps, unclear strategic objectives, lack of executive commitment on the corporate side, and slow corporate processes. “Companies often get stuck in pilots, with no path to scale in terms of resources, stakeholders’ buy-in, and so on,” cautions McKinsey partner Miao Wang. “You end up in a holding pattern that frustrates start-ups.” PEOPLE SKILLS Talent is a critical asset in any business, but even more so in new ventures. Companies may need to be especially vigilant when appointing leaders for new businesses, according to McKinsey’s Rohan Jain and Vivek Lath—the ideal candidate would be both an experienced entrepreneur and a seasoned corporate executive. To nurture a longer-term source of new ideas, leaders may want to foster “intrapreneurship,” whereby employees are empowered to create new products or services: some of the most famous business innovations have happened this way. Lead by building new businesses. — 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> - 02:51 - 24 Jul 2023

• Do you know how to create value from generative AI?

  On Point

  Nine actions could help ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Generative AI for CIOs and CTOs In the news • New software. With many businesses ready to embrace generative AI, tech companies are capitalizing on the moment. In recent months, multiple US tech corporations have announced the development of a suite of AI tools that will be able to take meeting minutes, evaluate written materials, and generate code. In June 2023, a San Francisco–based cloud computing leader debuted an enterprise software package that offers nine generative-AI-based services. The company charges clients $360,000 per year, on the low end, to use its product. [NYT] • Who’s in charge. For organizations experimenting with generative AI, one question looms large: Who is responsible for leading the way? The technology’s potential to transform processes throughout a company makes it tough to decide, executives explain. Some leaders are enlisting chief technology officers (CTOs) to prioritize AI projects, while others are establishing task forces and new AI-related roles. Earlier in 2023, a US tech company formed a ten-member AI council that includes staffers from its engineering, legal, and marketing divisions. [WSJ] McKinsey research shows generative AI can lift productivity for certain marketing use cases by roughly 10% and customer support by up to 40%. On McKinsey.com • Trillions at stake. With its potential to add $2.6 trillion to $4.4 trillion of value annually, the business world’s excitement over generative AI seems well earned, McKinsey senior partner Aamer Baig and coauthors say. Today’s generative-AI boom offers a unique chance for CIOs and CTOs to guide the C-suite in turning the promise of generative AI into sustainable value for the business. It’s worth remembering, however, that while many companies may experiment with new technologies, creating significant business value is often much harder. • Nine actions. To learn how organizations can be successful with generative AI, McKinsey spoke with dozens of tech leaders and analyzed generative-AI initiatives at more than 50 companies, including our own. As more people use generative-AI tools, we have seen some CIOs and CTOs respond by blocking employee access to publicly available applications to limit risk. Such companies, however, may miss out on opportunities to innovate. Discover nine actions all tech leaders can take to create value, scale solutions, and manage risk for generative AI. Get our guide to generative AI — 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> - 12:21 - 24 Jul 2023

• อัพเดทโปรไฟล์ รับบัตร Grab ฟรี! เพื่อการเข้าถึงข้อมูลที่ดียิ่งขึ้นจาก ชไนเดอร์ อิเล็คทริค

  Schneider Electric

  -

  โซลูชันชไนเดอร์ อิเล็คทริค   >ดูออนไลน์     อัพเดทโปรไฟล์ลุ้นรับคูปอง Grab ฟรี!   ชไนเดอร์ อิเล็คทริค พร้อมสร้างประสบการณ์ที่ดีขึ้นให้กับลูกค้าของเรา พบกับข้อมูลข่าวสารที่เป็นประโยชน์สำหรับธุรกิจและการทำงานของคุณ เพียงอัพเดทโปรไฟล์ของท่านให้ครบถ้วนตอนนี้ เพื่อการเข้าถึงข้อมูลที่ดียิ่งขึ้น เงื่อนไขกิจกรรม ลุ้นเป็นผู้โชคดี 10 ท่าน ลุ้นรับคูปอง Grab มูลค่า 50 บาท ฟรี! สงวนสิทธิ์เฉพาะผู้ที่ดำเนินการครบถ้วน ระยะเวลาการเข้าร่วมกิจกรรม ตั้งแต่วันนี้ - 15 ส.ค. 2566 ประกาศรางวัลผ่านทางอีเมล reply@se.com จากชไนเดอร์ อิเล็คทริค ภายในวันที่ 1 ก.ย. 2566 การตัดสินจากคณะกรรมการถือเป็นที่สิ้นสุด บริษัทฯขอสงวนสิทธิ์ในการเปลี่ยนแปลงเงื่อนไขหรือรายละเอียดกิจกรรม โดยไม่ต้องแจ้งให้ทราบล่วงหน้า   คลิกเลย       + 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 "Schneider Electric" <reply@se.com> - 09:01 - 23 Jul 2023

• Your summer reading list is here

  Readers & Leaders

  Plus, the untapped value of middle managers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND It’s our favorite time of the year: our annual summer reading guide is back. More than 35 CEOs, editors-in-chief, and other leaders shared with us 70-plus books in nine genres they’re reading or hoping to read this summer, and their compelling picks reflect the times. Among books on workplace culture, innovation, history, and more, a few recurring themes united our contributors’ bookshelves. Check out the most popular books and genres, and find out which publishing house dominated this year’s guide. You can also discover which books McKinsey leaders Bob Sternfels, Tracy Francis, Sven Smit, Homayoun Hatami, and others have on their nightstands.  Plus, don’t forget to pick up your copy of Power to the Middle—out now—from McKinsey partners Bryan Hancock and Emily Field and senior partner emeritus Bill Schaninger for a new model to radically alter the way companies hire, train, and reward their most valuable asset: managers, the true center of the organization. And don’t miss our roundup of this month’s Author Talks on the role self-awareness plays in driving performance, what it means to truly be “smart,” how to build a concrete path to reinvention, and how competitive insights can be used to influence decision making. Itching for more good reads? Check out this month’s bestselling business books, prepared exclusively for McKinsey by Circana, and head to McKinsey on Books for more of the latest. IT BEARS REPEATING “This book reinforces why we must focus on stewarding good tech. As Kissinger has said, history shows that when people are fearful of something and they don’t understand it, they revolt. AI is at that moment. I’m a believer that AI has a great upside and will change every job for the better, but it matters how we implement it.” — Ginni Rometty, former chair and CEO, IBM; cochair, OneTen, on The Age of AI: And Our Human Future by Daniel Huttenlocher, Henry A. Kissinger, and Eric Schmidt in the 2023 summer reading guide. Check out Ginni’s Author Talks on leading with good power here. WHO MADE THE TOP? Which books, publishers, and genres were most popular in our 2023 summer reading list? Make your guesses and check out the rankings below. TOP 2 recommended books 1. The Age of AI: And Our Human Future by Daniel Huttenlocher, Henry A. Kissinger, and Eric Schmidt. Recommended by Ginni Rometty, former chair and CEO, IBM; cochair, OneTen and McKinsey senior partner Joydeep Sengupta.  2. Trust by Hernan Diaz. Recommended by Chelsea Stoner, general partner, Battery Ventures and McKinsey senior partner Rodney Zemmel. TOP 5 publishers 1. Penguin Random House – 25 books  2. Hachette Book Group – 8 books (tie) 3. Macmillan – 8 books (tie) 4. HarperCollins Publishers – 7 books 5. Simon & Schuster – 4 books TOP 5 Genres 1. Fiction & poetry – 13 books 2. History – 12 books 3. Politics – 11 books 4. Innovation – 8 books (tie) 5. Biography & memoir – 8 books (tie) IN CASE YOU MISSED IT Senior partner Bryan Hancock on why companies need to reimagine the role of the middle manager: “Over the past 20 years, managers have increasingly been asked—and increasingly valued—not for their management but for their individual–contributor work. And given the complexities of the future of work, we need to flip that around. We need to get managers back to managing.” Watch the full interview. John Horn breaks down the difficulties companies have in assessing competitors: “As business leaders, we’re taught to control things we can control. We can control internal operations, we can control marketing plans, and we can control the things we do as a company, but we can’t control competitors. It is scary for business leaders to think about something that’s out of their control or influence.” Watch the full interview. Joanne Lipman outlines a concrete path to reinvention: “I woke up in the middle of the night, saying, ‘What am I doing? What am I going to do?’ And I realized that everybody around me and the whole world—we were all in exactly the same position at the same time.” Watch the full interview. Claire Hughes Johnson explains the role that self-awareness plays in driving performance: “We always talk about scaling companies, but companies are just collections of people. If you’re not thoughtful about them and what they need to succeed, it’s going to be hard to succeed as a company.” Watch the full interview. Dr. Rina Bliss explores intelligence through the lens of nature versus nurture: “We still track students; we still make hiring preferences based on intelligence and aptitude test scores. We still group people according to whether they’re so-called winners or losers of some kind of genetic lottery. But intelligence isn’t genetic.” Watch the full interview. OUT NOW Power to the Middle: Why Managers Hold the Keys to the Future of Work McKinsey partners Emily Field and Bryan Hancock and senior partner emeritus Bill Schaninger offer a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers. Order now  Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI Business leaders will be digitally transforming their companies for the rest of their careers. From McKinsey senior partners Eric Lamarre, Kate Smaje, and Rodney Zemmel, Rewired is the reference manual they need for the journey. Order now  BUSINESS BESTSELLERS TOP 8 Check out this month’s list of business bestsellers in eight categories, prepared exclusively for McKinsey by Circana. Explore the full selection on McKinsey on Books. BUSINESS OVERALL Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) DECISION MAKING The Art of Clear Thinking: A Stealth Fighter Pilot’s Timeless Rules for Making Tough Decisions by Hasard Lee (Macmillan) ECONOMICS Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Steven D. Levitt and Stephen J. Dubner (HarperCollins Publishers) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE Culture Rules: The Leader’s Guide to Creating the Ultimate Competitive Advantage by Mark Miller (Random House) DIVERSITY & INCLUSION Poverty, by America by Matthew Desmond (Random House) SUSTAINABILITY Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman (Two Rivers Distribution) BOOKMARK THIS 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. Browse now Experience the digital McKinsey Quarterly Explore Rewired: Winning with digital and AI and other recent editions of our flagship publication—yours with a free digital Quarterly membership. Start reading  If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@McKinsey.com. Due to the high volume of requests, we will respond only to those being considered. — Edited by Eleni Kostopoulos, a managing editor in McKinsey’s New York office 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 Readers & Leaders 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 Readers & Leaders" <publishing@email.mckinsey.com> - 08:14 - 23 Jul 2023

• Happy birthday, McKinsey Global Institute!

  Plus research, old and new ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities New from McKinsey & Company MGI has aided decision making on critical issues for more than three decades In July 1990, the McKinsey Global Institute (MGI) was organized to help McKinsey identify and understand fundamental economic, political, and social issues that had important consequences for clients. The concept came out of a series of firm-sponsored CEO meetings to discuss the emerging global economy in the late 1980s. After the first few conferences, participants recognized an increased need for good data to provide a more focused foundation for their discussions—research only McKinsey could do; McKinsey’s experience in virtually every sector of the world's leading economies made it uniquely positioned to collect, collate, and analyze this data. Thirty-three years later, the global economic insights MGI has provided on national and international topics have influenced business strategy and practices, governmental policy and planning, and academic thought. Celebrate MGI’s 33rd birthday by diving into recent research by MGI leaders Chris Bradley, Kweilin Ellingrud, Marco Piccitto, Sven Smit, Olivia White, and Jonathan Woetzel, and check out a selection of MGI reports from our archives. Read More 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  Reimagining economic growth in Africa: Turning diversity into opportunity Africa’s economy downshifted over the last decade, yet half of its people live in countries that have thrived on the continent. Africa has the human capital and natural resources to accelerate productivity and reimagine its economic growth, which is, more than ever, vital for the welfare of the world. Download the full report  The future of wealth and growth hangs in the balance The past two decades have generated $160 trillion in paper wealth but sluggish growth and rising inequality. What comes next? 4 scenarios  Performance through people: Transforming human capital into competitive advantage A dual focus on developing people and managing them well gives a select group of companies a long-term performance edge. Emphasize skill development  The complication of concentration in global trade Concentration in the origins of traded products is widespread, prompting questions about whether to diversify or decouple. Get a better view  Pixels of Progress: A granular look at human development around the world Our world is big and complex, but human progress is still about life on the ground, up close and in detail. Take the journey  MGI CLASSICS Internet matters: The Net's sweeping impact on growth, jobs, and prosperity May 1, 2011—The Internet accounts for a significant and growing portion of global GDP. Internet-related consumption and expenditure, if measured as a sector, is now bigger than agriculture or energy. Understand the impact Talkin' 'bout my generation: The economic impact of aging US baby boomers June 1, 2008—A vast majority of US baby boomers are unprepared for retirement. Enabling them to work longer would benefit both individuals and the economy, but policymakers and business leaders will need to take action. Meet challenges  Whatever happened to the new economy? November 1, 2002—Reports of the New Economy's demise have been greatly exaggerated. Evidence from both the US and Europe indicates that IT was and is important to productivity growth, but that its primary role is as an enabler of innovation and competition. How tech enables innovation  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 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> - 07:53 - 22 Jul 2023

• The week in charts

  The Week in Charts

  E-kickscooters, decarbonizing the built environment, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored kickscooters, decarbonizing the built environment, activist investors, sustainable agriculture, and generative AI for coding. FEATURED CHART Scooter race See more This week’s other select charts Emissions buildup Listen to the activists Climate-friendly farming A coding boost from AI 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> - 03:26 - 22 Jul 2023

• EP69: Explaining JSON Web Token (JWT) To a 10 Year Old Kid

  EP69: Explaining JSON Web Token (JWT) To a 10 Year Old Kid

  

  This week’s system design refresher: DevOps vs. SRE vs. Platform Engineering (Youtube video) Explaining JSON Web Token (JWT) to a 10-year-old Kid How does Docker work? Top 6 most commonly used Server Types Learning Linux system Feature your product on Substack  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	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 mont The Foundation of REST API: HTTP Database Indexing Strategies Network Protocols Run the Internet Everything You Always Wanted to Know About TCP But Too Afraid to Ask Mastering the Art of API Design To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid EP69: Explaining JSON Web Token (JWT) To a 10 Year Old Kid ByteByteGo Jul 22   Share   This week’s system design refresher: DevOps vs. SRE vs. Platform Engineering (Youtube video) Explaining JSON Web Token (JWT) to a 10-year-old Kid How does Docker work? Top 6 most commonly used Server Types Learning Linux system Feature your product on Substack DevOps vs. SRE vs. Platform Engineering Explaining JSON Web Token (JWT) to a 10 year old Kid Imagine you have a special box called a JWT. Inside this box, there are three parts: a header, a payload, and a signature. The header is like the label on the outside of the box. It tells us what type of box it is and how it's secured. It's usually written in a format called JSON, which is just a way to organize information using curly braces { } and colons : The payload is like the actual message or information you want to send. It could be your name, age, or any other data you want to share. It's also written in JSON format, so it's easy to understand and work with. Now, the signature is what makes the JWT secure. It's like a special seal that only the sender knows how to create. The signature is created using a secret code, kind of like a password. This signature ensures that nobody can tamper with the contents of the JWT without the sender knowing about it. When you want to send the JWT to a server, you put the header, payload, and signature inside the box. Then you send it over to the server. The server can easily read the header and payload to understand who you are and what you want to do. Over to you: When should we use JWT for authentication? What are some other authentication methods? Guest post by Rohit Sehgal. How does Docker work? The diagram below shows the architecture of Docker and how it works when we run “docker build”, “docker pull” and “docker run”. There are 3 components in Docker architecture: Docker client The docker client talks to the Docker daemon. Docker host The Docker daemon listens for Docker API requests and manages Docker objects such as images, containers, networks, and volumes. Docker registry A Docker registry stores Docker images. Docker Hub is a public registry that anyone can use. Let’s take the “docker run” command as an example. Docker pulls the image from the registry. Docker creates a new container. Docker allocates a read-write filesystem to the container. Docker creates a network interface to connect the container to the default network. Docker starts the container. Top 6 most commonly used Server Types Web Server: Hosts websites and delivers web content to clients over the internet Mail Server: Handles the sending, receiving, and routing of emails across networks DNS Server: Translates domain names (like bytebytego. com) into IP addresses, enabling users to access websites by their human-readable names. Proxy Server: An intermediary server that acts as a gateway between clients and other servers, providing additional security, performance optimization, and anonymity. FTP Server: Facilitates the transfer of files between clients and servers over a network Origin Server: Hosts central source of content that is cached and distributed to edge servers for faster delivery to end users. Over to you: Which type of server do you find most crucial in your online experience? Guest post by Govardhana Miriyala Kannaiah. Learning Linux system System In the system component, we need to learn modules like system APIs, device drivers, I/O, buses, etc. Memory In memory management, we need to learn modules like physical memory, virtual memory, memory mappings, object allocation, etc. Process In process management, we need to learn modules like process scheduling, interrupts, threads, synchronization, etc. Network In the network component, we need to learn important modules like network protocols, sockets, NIC drivers, etc. Storage In system storage management, we need to learn modules like file systems, I/O caches, different storage devices, file system implementations, etc. SPONSOR US 📈Feature your product in the biggest technology newsletter on Substack ByteByteGo is the biggest technology newsletter on Substack with 500,000 readers working at companies like Apple, Meta, Amazon, Google, etc. They have the influence and autonomy to make large purchase decisions. If you are interested in sponsoring us, please send an email to hi@bytebytego.com. 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> - 11:38 - 22 Jul 2023

• Why frontline emotional intelligence still matters in customer service

  AI, meet EQ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | July 2023 The case for emotional intelligence in customer service Today’s seamless, digital omnichannel environment can deliver a satisfying experience of one-click shopping, with nary the need to interact with another living soul. But there are still those crucial moments in the customer journey when the person hits a snag and desperately needs careful attention. Perhaps it’s a plane you’re urgently trying to catch after missing your connecting flight, an expensive article of clothing you’re hoping to return even though the return window has closed (and you’ve lost your receipt), or you’ve reached your limit waiting on hold while trying to sort out your cable bill. These are what the authors of this McKinsey Quarterly classic call “moments of truth” in customer service—those defining moments when a customer has invested enormous amounts of emotional energy in the outcome. And if handled correctly, these moments can translate into lasting loyalty from the customer and profits for the company. The driving force behind these successful moments of truth is the emotional intelligence, or EQ, of a company’s frontline staff. As AI technologies continue to proliferate, one might argue that good old-fashioned customer service has no place in today’s shopping experience. “But pure technological solutions,” the authors observe, “can never stoke the emotional connection between employee and customer.” (AI is, in fact, trying to learn from this very connection.) To learn more about how managers can help foster value-creating EQ in their workers, read our 2006 classic “The ‘moment of truth’ in customer service.” — Drew Holzfeind, editor, Chicago Boost your EQ Related Reading The next frontier of customer engagement: AI-enabled customer service   Six customer experience pitfalls to avoid   Customer care: The future talent factory   Did You Miss Our Previous McKinsey Classics? Linking creativity to business performance McKinsey researched some of the world’s top creative companies and found that the most successful ones use four key management practices to turn creativity into growth. Get creative  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 11:27 - 22 Jul 2023

• What a new era could mean for Latin America, the value of older adults in the workplace, alliances in higher ed, and more: The Daily Read weekender

  Catch up on the week's highlights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities We’ve made it to Friday and it’s time to unwind. This weekend, catch up on highlights including what a new era could mean for Latin America, an interview with the head of AARP, strategic alliances in colleges and universities, and more. What could a new era look like for the world—and how will Latin America fare? McKinsey’s Andres Cadena, Olivia White, and Camillo Lamanna explore what a global new era might mean for Latin American economies. Shape the future Many older adults want to stay in the workforce, according to recent AARP research. McKinsey’s Ellen Feehan talks to Jo Ann Jenkins, chief executive officer of AARP, about the organization’s efforts to communicate the value of older adults in the workplace. Design a new road map A growing number of higher education institutions are joining forces to develop meaningful alliances. McKinsey’s Jake Bryant, Ryan Golden, and Ian Jefferson share what it takes to get partnerships and M&A right. Are you ready? Our weekly briefing note on sustainable and inclusive growth explores how cities and buildings can take a hybrid approach, actions for CIOs and CTOs to capture sustainable business value from generative AI, and more. Get updated QUOTE OF THE DAY “To change consumer behavior, we need education in addition to technologies. Democratizing education is key to convincing consumers, for example, to reduce their meat consumption or change their fashion buying patterns. Climate impact and education go hand in hand.” —Fabian Heilemann, cofounder and CEO of AENU, on the firm’s broad impact investment portfolio in “A new approach to impact investing from entrepreneur and venture capitalist Fabian Heilemann” chart of the day See today’s chart Ready to unwind? What is psychological safety? Psychological safety is the absence of interpersonal fear. Feeling psychologically safe allows people to perform their best at home, school, and work. Set the tone  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  22-Across: With 27-Across and 25-Down, new book with the subtitle 17-, 46-, and 62-Across Know the answer? Test yourself with the latest McKinsey Crossword, The McKinsey Crossword: Career Center | No. 137 Empower the manager  —Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey 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 Daily Read" <publishing@email.mckinsey.com> - 06:46 - 21 Jul 2023

• [ACTION REQUIRED by Aug 21st]: Changes to IP ranges for New Relic and Cloud Integrations

  New Relic

  1. Changes impacting cloud services (AWS, Azure, GCP) On August 21st, 2023, New Relic will add new source IP ranges for our cloud integrations for AWS, AWS GovCloud, Azure, and GCP. If you use IP-based access controls, you will need to allow (whitelist) the following additional IP ranges to ensure uninterrupted service (note: you may see traffic from these IP addresses during our testing): 18.246.82.0/25 3.145.244.128/25 3.27.118.128/25 20.51.136.0/25 4.197.217.128/25 3.77.79.0/25 2. Changes impacting New Relic services Additionally, New Relic’s infrastructure agent will start making use of the full range of IP addresses listed in our documentation as part of our continued scaling and optimization efforts. To ensure that our integrations can access New Relic domains, you will need to do the following: Allow (whitelist) the following IP ranges: 162.247.240.0/22 and 185.221.84.0/22 Remove any hard-coded endpoints/IP addresses in your configuration. If you have questions, please reach out to your account team or New Relic Explorer’s Hub. View in browser This email was sent to info@learn.odoo.com For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at 888-643-8776. New Relic, Inc. 188 Spear St, San Francisco, CA 94105. © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc.

  

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  by "New Relic" <noreply@newrelic.com> - 03:31 - 21 Jul 2023