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พบกับ Schneider Electric ในงาน Assembly & Automation Technology 2023
Schneider Electric
by "Schneider Electric" <reply@se.com> - 07:15 - 24 May 2023 -
Is wireless charging the future for electric vehicles? These corporate leaders think so.
On Point
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:34 - 24 May 2023 -
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by "Adobe" <demand@info.adobe.com> - 10:04 - 23 May 2023 -
How do you build resilience? Start with improving organizational health.
Five Fifty
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Organizations with healthy, resilient behaviors are better able to withstand major disruptions—and they’re more profitable, say senior partners Dana Maor, Michael Park, Patrick Simon, and coauthor.
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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 04:53 - 23 May 2023 -
More apps. More logs. One place to find answers fast.
New Relic
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by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 23 May 2023 -
What should CEOs know about generative AI?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Create value. Many C-suite executives want to move ahead thoughtfully, intentionally, and quickly on generative AI. The technology can perform several functions, including classifying, editing, summarizing, answering questions, and drafting new content. These actions could create value by changing how activities get done across business functions and workflows, McKinsey senior partner Lareina Yee and coauthors share. For instance, a production assistant might use generative AI to create a highlight reel based on hours of event footage.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:33 - 23 May 2023 -
Shape-shifters: A leader’s guide to organizational change
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Organizations have been evolving continually since the first modern corporations arose centuries ago. In the past few years, however, they have been hit by more shocks than in the previous decades, forcing them to adapt and build resilience at a pace that few are prepared for. New technologies, major workplace transformations, vastly different employer–employee relationships, and an uncertain global environment are among the many pressing challenges that leaders need to confront—fast. To help you develop strategies for action, here’s a quick look at what’s happening in organizations right now.
Keep an eye on ten organizational shifts that pose both challenges and opportunities, suggest McKinsey senior partners Dana Maor and Patrick Simon and colleagues in our The State of Organizations 2023 report. For example, the right institutional capabilities are essential to achieve a competitive advantage, but only 5 percent of respondents to our global survey of more than 2,500 business leaders say that their companies have the capabilities they need. Just 25 percent of respondents believe that their leaders are engaged, passionate, and inspiring—attributes urgently needed to succeed amid volatility. But some organizations have forged promising new paths for themselves. Their strategies include a “bold vision,” “comprehensive investment in employees’ well-being,” and “measuring what you want to reinforce,” according to their leaders.
That’s the number of leadership shifts it may take to lead organizations in uncertain times. McKinsey senior partners Aaron De Smet and Arne Gast and their colleagues point to five fundamental changes for leaders to consider making to their mindsets and working styles. These involve “moving ‘beyond’ the current norm ‘to’ an evolved ambition that’s needed to lead thriving organizations in this new, disruptive era,” they say. For example, leaders may need to go beyond delivering profit to achieving impact: this involves moving from effecting incremental improvements to boldly pursuing a future that maximizes value for all stakeholders.
That’s from a participant at one of the many McKinsey Leadership Forums that we have conducted since 2006. Rising CEOs face a different world today than they did back then. A notable change that we’ve seen among leaders in recent years is a shift from a “command and control” mindset to one of supporting and enabling—which means focusing their energies on the tasks that only a CEO can do. “I try to control what I do and where I spend my time,” one CEO told us. “I don’t do a very good job of it. . . . But I do try to be deliberate about where I think I can have the most impact.”
University of Oxford professor Paulo Savaget doesn’t believe in the myth of the hero visionary. “The most successful leaders are not necessarily visionary,” he says in this McKinsey Author Talks interview. “They provide an environment where people can experiment, where they can test, where they can be flexible.” That includes nurturing unconventional approaches to problem solving, such as work-arounds—which, Savaget says, “are very powerful mechanisms for deviating from norms, from these rules that constrain us.” What Savaget calls “scrappy” organizations (“because they’re feisty, they’re resourceful, they operate in the margins of systems”) manage to beat obstacles by using inventive work-arounds: in one case, a healthcare organization piggybacked on a beverage maker’s distribution system to bring lifesaving medicines to remote areas. Work-arounds like this “allow you to deviate from a status quo that you consider undesirable and get things done effectively, in a very low-stakes way,” Savaget says.
‘The organization man’ of the 1950s—as described by journalist and historian William H. Whyte in his eponymous bestseller—was a business executive who conformed to a homogeneous corporate culture (even when it came to attire, which was typically a gray flannel suit). This executive would likely have been baffled by the imperatives for today’s leaders to implement strong diversity initiatives, satisfy a variety of employee preferences and expectations, and create happier workplaces. Organizations can help future leaders learn the skills it takes to achieve such goals, suggest McKinsey’s Tera Allas and Bill Schaninger. For example, training sessions on how to give and receive feedback could enable leaders to develop empathy for the people they lead.
Lead through organizational change.
— Edited by Rama Ramaswami, senior editor, New York
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Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:44 - 22 May 2023 -
Many of us spend too much time in meetings. Is a more efficient workday possible?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Aim to collaborate. While interacting might be easier than ever, value-creating collaboration isn’t, McKinsey senior partner Aaron De Smet and coauthors share. When meetings aren’t run well, decision making becomes slower and the quality of decisions suffers. Roughly six out of ten executives say that at least half the time they spend making decisions is ineffective, one McKinsey survey found. What’s more, when leaders try to resolve inefficient decision making, they rarely see the real issue: poor design and execution of collaborative interactions.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 22 May 2023 -
ลงทะเบียน! ร่วมงานเทคโนโลยีอุตสาหกรรม ชไนเดอร์ อิเล็คทริค
Schneider Electric
Innovation Day:
Industrial Solutions, Samut Prakan 2023ชไนเดอร์ อิเล็คทริค ร่วมกับ กรมส่งเสริมอุตสาหกรรมและการนิคมอุตสาหกรรมแห่งประเทศไทย จัดงานเทคโนโลยีอุตสาหกรรม สำหรับกลุ่มโรงงาน เพิ่มประสิทธิภาพด้านการปฏิบัติการ ยกระดับโรงงาน ก้าวทันโลกดิจิทัล
ไฮไลท์สำคัญ- เร่งเครื่องยกระดับอุตสาหกรรมไทยไปสู่ยุค IIoT จากกรมส่งเสริมอุตสาหกรรมฯ
- กลยุทธ์การพัฒนาโครงสร้างพื้นฐานสำคัญในอุตสาหกรรม เพิ่มความปลอดภัย ความน่าเชื่อถือ ประสิทธิภาพ ความยั่งยืน
- ยกระดับภาคการผลิตในอุตสาหกรรม 4.0 ด้วยเทคโนโลยีอันสมัย
- การบริการด้านการจัดระบบไฟฟ้าเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ ยุคดิจิทัล
วันและเวลาวันที่ 15 มิ.ย. 2566
เวลา 8:30-16:00 น.
สถานที่จัดกิจกรรมห้องธราดล แกรนด์ บอลรูม ชั้น 2 สนามกอล์ฟซัมมิทวินด์มิลล์ กอล์ฟคลับ จ.สมุทราปราการ
© 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.
by "Schneider Electric" <reply@se.com> - 09:00 - 21 May 2023 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:27 - 20 May 2023 -
New on the McKinsey Insights App
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:29 - 20 May 2023 -
Consumer spending on sustainable goods, the latest macroeconomic update, central banking, and more: The Daily Read weekender
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
QUOTE OF THE DAY
chart of the day
Ready to unwind?
— Edited by Joyce Yoo, editor, New York
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:45 - 19 May 2023
