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• Your State of Observability in Europe report is ready.

  New Relic

  Dive into data in the State of Observability in Europe. It’s the largest, most comprehensive research ever done on observability with deep insights into ROI, security, developer velocity, and business impact. And it’s all focussed on Europe.  Here are key findings from the State of Observability Europe report: 4x ROI: 68% say observability helps achieve core business goals and 4x median ROI. Security leads the way: 46% of respondents reported reduced security risks since adopting an observability solution Strategic growth ahead: 45% plan to add 5+ observability capabilities this year, prioritising data security, governance, and risk management. Insights from the experts: Get perspectives from technology professionals shaping observability strategies in Europe. Access the Report 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 © 2024 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> - 06:31 - 16 Dec 2024

• Navigating changes in organizational health: A leader’s guide

  Leading Off

  Time for a checkup ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Leading Off. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Good organizational health is the best predictor of long-term success. But managing its key elements—a company’s culture, behavior, and management practices—is becoming more challenging. New technologies, evolving workplace norms, and other disruptions are forcing companies to fine-tune how they operate and how they manage their people—both of which are critical to improving their health and their bottom line. For leaders, this can make their jobs more complicated and demanding than ever. This week, we look at ways to manage the constant changes that are affecting organizational health. AN IDEA Play by the (new) rules Over two-plus decades, McKinsey’s Organizational Health Index (OHI) has helped leaders identify which practices drive the strongest performance—and recognize if their organizations have any of them in place. The latest OHI results highlight six practices reflecting the areas of most profound change in these fast-moving times: purpose, leadership, decision making, employee experience, technology, and social responsibility. “How leaders navigate these changes may well dictate whether their organizations simply survive or truly thrive,” say McKinsey senior partners Aaron De Smet and Arne Gast and their coauthors. For example, leaders can enhance employee engagement and raise productivity by clearly articulating the organization’s “why”—that is, its fundamental purpose—rather than simply explaining what the strategy is and how to execute it. “Our new research found that this involvement can be shallow and transactional when it isn’t tied to a deeper sense of purpose and meaning,” the authors note. A BIG NUMBER 4.2x That’s how much more likely companies are to be healthy when they are run by decisive leaders, according to McKinsey’s OHI research. McKinsey’s Alex Camp, Arne Gast, Brooke Weddle, and Drew Goldstein say that making quick decisions and committing to them is a more effective style than authoritative leadership, which is based on using authority, pressure, and influence to get things done. Decisive and empowering leadership became increasingly important after the COVID-19 pandemic, which put more pressure on organizations to transform themselves swiftly. “Decisive leadership is not just for times of crisis, however; it’s a requirement for any business that just wants to keep up,” the authors say. A QUOTE “What you need to pair with that data-driven decision making is an open and trusting work environment, where people feel it’s safe to raise questions.” That’s McKinsey’s Bryan Hancock on how organizational health is shifting in the new world of work. In an episode of the McKinsey Talks Talent podcast, Hancock and McKinsey’s Brooke Weddle note that putting more data in the hands of frontline employees can help foster more innovation, which is one of the OHI’s nine key outcomes. That practice requires a strong process for collecting and evaluating the best ideas from people at all levels of the organization. “A lot of times, a frontline employee on the ground can say, ‘Here’s five ideas for how this could go better,’” Weddle says. “Organizations that listen, in a structured way, can be very effective at driving that continuous improvement.” A SPOTLIGHT INTERVIEW Putting employees first and treating them with the same care given to customers will help companies become healthier, Columbia University business professor Stephan Meier says in a McKinsey Author Talks interview. “The 100-plus years of scientific management demonstrate that we have thought about workers as cogs in a machine and not really as human beings,” he says. “Businesses have to treat workers differently and humanize them in order to thrive.” Just as companies prioritize customer service and care, they can embrace a similar approach for employees—offering more personalized support and dismissing the outdated mindset that employees are motivated by money alone. “Customer centricity is not only about lowering the price. It’s about improving the customer experience,” Meier says. “Similarly, employee centricity is not only about increasing the wage. It’s much more about increasing the employee experience.” WHAT’S YOUR HEALTH IQ? How much is there for leaders to learn about the changing nature of organizational health? You can put yourself to the test with this quiz, which asks eight questions about talent strategies, leadership styles, sustainability, and other evolving elements of organizational health. Ace the quiz and you’ll be better prepared to guide your company toward a healthier future. Lead by nurturing your organization’s health. — Edited by Eric Quiñones, senior editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:10 - 16 Dec 2024

• How can successful leaders upgrade their ways of working?

  Only McKinsey Perspectives

  Update your “personal operating model” ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Leadership habits for success In the news • Taking ownership. When leaders make mistakes, some tend to assign blame to others, ignore what happened, or defend themselves—all of which can damage trust and engagement within their organizations, a workplace expert explains in Fast Company. In an era of rapid change and growing complexity, employees look to their managers to demonstrate greater accountability. By being consistent in their words and actions, leaders set the tone for a healthier organizational culture, which can improve interpersonal dynamics and outcomes for teams and the entire company. [Fast Company] • Unconventional, but effective. The world’s greatest leaders do many things to influence an organization’s success, even some that are surprising or unexpected, a leadership expert reveals in Inc. For instance, one CEO made the point of adopting the practice of silent reading at the start of meetings. By dedicating 20 to 30 minutes to reading a document together in silence, the leader enables teammates to think more deeply and creatively on a regular basis. [Inc.] Previous McKinsey research found that leaders who use their distinctive strengths can make a measurable difference in their companies’ financial performance. On McKinsey.com • Your personal operating model. Leaders likely understand the importance of updating their devices’ operating systems, which can help those tools run more smoothly. What many executives may not have considered, though, is how critical it is to update their own operating systems. The personal operating model—comprising one’s priorities, roles, and time and energy allocations—defines how leaders get work done and ultimately determines that person’s level of success, McKinsey senior partner Arne Gast and his colleague share. • Staying ahead of change. The need to revisit your personal operating model happens at many of life’s inflection points: for example, when implementing a new business strategy or dealing with urgent family needs. Our conversations with executives reveal that in high-stakes settings, the leaders who are most effective at propelling change across their organizations are also vigilant about adapting their own strategies and habits. Understand the four drivers of the personal operating model. Fine-tune your ways of working —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:42 - 16 Dec 2024

• ROOT CAUSE ANALYSIS (RCA) (24-25 FEB 2025)

  Please call 012-588 2728

   email to pearl-otc@outlook.com

   

  FACE-TO-FACE PUBLIC PROGRAM

  ROOT CAUSE ANALYSIS

  Venue : AC Hotel by Marriott Penang      (SBL Khas / HRD Corp Claimable Course)

  Date : 24 Feb 2025 (Mon)  |  9am – 5pm      By Murugu

     25 Feb 2025 (Tue)   |  9am – 5pm      .        .

   

   

  INTRODUCTION

  Root cause analysis involves searching backwards from an undesirable effect or outcome to identify its causes. While "root cause" implies that there is a single cause responsible for a given problem, some effects actually have multiple causes that trigger them. Sometimes the multiple effects are independent of each other; other times, causes are interrelated where, if one cause is removed, the problem can no longer occur.

   

  We all know that it is important to contain problems as soon as they occur or are discovered. However, what we generally see with problems are symptoms of the problem. The root cause is rarely apparent. While it is important to initiate an interim containment plan as soon as a problem occurs, it is even more important to invest the time and energy to identify and address the root cause or causes of those problems they so that they are less likely to occur in the future. 

   

  Root cause analysis with corrective action is about getting to the source of a problem and then correcting it for good.

   

  Root Cause Analysis with Corrective Action leads the learner through several steps process for uncovering and eliminating sources of problems and defects.

   

  Form and Focus the Team, techniques to start up a team and understand the problem at hand are covered. 

   

  Find the Root Cause, the role of chains of causes, Interrelationship Diagrams, the use of Causal-Impact Numbers plus the use of investigative techniques to construct a solid data trail leading to the root cause is covered.

   

  Fix the Root Cause, decisions matrices to evaluate potential solutions and select a robust, sustainable solution are explored.

   

  Finalize Solutions, covers actions to ensure the gains are held. A wrap-up lesson explores common barriers to root cause analysis with suggestions on overcoming the barriers.

   

  Why Does My Company Need This Training Program?

   

  If your company has nagging problems that you just can't get to the bottom of, then you need a structured way to get to those root cause and solve the problems for good. With our Root Cause Analysis with Corrective Action course your employees will learn how to do this without spending days away from work in a classroom and they will be equipped to start working with others to eliminate nagging problems for good.

   

  LEARNING OUTCOME

  -       Learn how to establish an effective team environment for root cause analysis.

  -       Clarify what the problem is and is not. 

  -       Beginning with that symptoms of the problem, map a trail from the symptom to the root  cause(s). 

  -       Using data and investigative tools, identify the root cause.

  -       Generate ideas to solve the root cause problem and select the most appropriate solution  using decision matrices. 

  -       Implement measures to ensure the gains made are held. 

  -       Recognise common barriers to root cause analysis and apply techniques to overcome those barriers.       

   

  METHODOLOGY

  The workshop is made up of on-line lecture, discussions and case studies.

   

  TARGET PARTICIPANTS

  All employees who are expected to do Root Cause Analysis.

   

  DURATION

  2 Days (9.00 am – 5.00 pm)

   

  OUTLINE OF WORKSHOP

   

  DAY 1   TYPICAL PROBLEMS WITH RCA AND FORM & FOCUS THE TEAM -     Overview of Root Cause Analysis -     Why most problem-solving models don’t get to the root cause, and a solution -     How analytical and creative thinking must be both separated and integrated -     Difference between content and process thinking -     Form a team -     Focus the Team     II.         STEP 1 – PROBLEM DEFINITION -    How to ensure that the right problem is being worked on -    Tools and filters for priority setting -    Developing a clear and sufficient problem statement (includes practice)    III.        STEP 2 – UNDERSTANDING THE PROCESS -    How every problem is a process failure -    How a diagram can set boundaries and define interrelationships -    Using flowcharts to drill down into the right part of the process (includes practice)    IV.        STEP 3 – IDENTIFYING POSSIBLE CAUSES -     Five ways to identify possible causes ·      Understanding How to Use The 5-Whys for Root Cause Analysis ·      Description of the 5-Why RCFA Method ·      5 Why Question Table ·      Build the Why Tree One Cause Level at a Time ·      Select Your Starting Question From Well Up the Why Tree ·      How to Handle AND Gates in a 5-Why Analysis ·      Going to the True Root of Failure—Identifying Latent Causes   -    Three options for selecting or eliminating causes - Process Mapping, Cause and Effect Matrix, QFD, FMEA. -    Logic trees as a cause-and-effect diagram on steroids (includes practice)

  DAY 2     V.         STEP 4 – DATA COLLECTION -    Population versus sampling; options for sampling -    Check sheets, graphs, and tables for discrete data collection -    Surveys, interviews, and field observation for opinions or less precise data    VI.        STEP 5 – DATA ANALYSIS -    Tools for discrete data analysis (run charts, histograms, pareto diagram, modified scatter diagram, pivot tables) -    Tools for softer type data (affinity diagram, relationship digraph) -    Integrative data analysis tools   VII.       CONSULTING CASE STUDY PRACTICE -    Participants role play consulting with instructor on a problem -    Review of key learning points   VIII.      INCIDENTS/EVENTS AND HUMAN ERROR -    How incident/accident analysis differs -    Causes of and solutions for human error    IX.        CASE STUDY PRACTICE -    Practice on a project relevant to participants’ organization     X.         CASE STUDY PRACTICE – Practice on an integrative problem    XI.        THE REST OF THE PROBLEM SOLVING PROCESS -    Identifying and selecting solutions -    The importance of organizational change management issues -    Some models for understanding resistance and planning change -    Implementation, follow-up, and standardization   XII.       MANAGEMENT/ORGANIZATIONAL ISSUES AFFECTING RCA PROJECTS -    Cognitive biases that affect RCA -    Impact of organizational culture -    Structures/roles that can support RCA   XIII.      STATISTICAL HYPOTHESIS TESTING AND MS EXCEL -    What statistical tools tests can do -    How to do them in MS Excel -    Using statistical tools for counting data   XIV.      DRILLING DOWN WITH DATA -    Seeing variation in dimensional space -    How to slice major components of that variation -    Which tools to use for data comparisons

   

  ** Certificate of attendance will be awarded for those who completed the course

   

  ABOUT THE FACILITATOR

   

  Dr. Murugu  

  PhD (Psychology – Metaphysic and Mind Science),

  Master In Business Administration (MBA), University of Bath, UK,

  B.A (Hons), USM

  Productivity Champion from Japanese Productivity Centre (JPC), Japan

  Master Trainer for Lean Manufacturing

  Master Trainer Lean Six Sigma

  Six Sigma – Black, Green and Yellow Belts

  Certified HRD Corp Trainer

  CP of SGA and SDWT

  Certified in Fundamental Behaviour of Inner Self (FBOIS)

  Clinical Hypnosis

  Certified Dermatoglyphics Counsellor

   

  He worked in MNC companies for many years as Operation Excellence Director/COO, leading Five (5) Manufacturing Plants  and he also have an experience in  position of  Operational Excellence Advisor and leading Eight (8) business entity in Malaysian based company for many years too.

   

  Mr Murugu was conferred the Lean Champion by Malaysia Productivity Corporation for his contributions and participation in various Lean Projects. He was again conferred as Productivity Champion by Japanese Productivity Centre (JPC), Japan. He is a Certified Master Trainer for Lean Manufacturing / Lean Services, Six Sigma Black Belt, Green Belt and Six Sigma Master trainer programme from Iomega and Sigmatis, United States.

   

  He also has designed Six Sigma, Yellow Belt programme from lower level to middle level management in the organization. He designed and developed Lean Entrepreneur Management (LEM) and is certified by International Entrepreneur Association (IEA) of United Kingdom. He had trained and developed many entrepreneurs (SMI) in Malaysia. He is specialised in Optimising the Value Chain (OVC) which focuses on Machine (Reliability Maintenance and Value Engineering), Man (Human Excellence), Methods (Design  Innovation Thinking), Materials and other relevant variables.

  Mr Murugu has more than 30 years of hands-on experience in the field of Quantitative Methods (Statistics) and Human Resource Development. He is a member of the Malaysian Institute of Management and over the years has conducted many programs, both in house and externally in the various fields of Quantitative Methods – FMEA, C&E, SPC, Regression Analysis, Six Sigma Green / Black Belt projects, Business Administration, Key Business Success Factor, KPI, BSC, Elimination of wastage and Business Administration and Customer Service Improvement.

   

  He is also extensively involved in productivity improvement, service improvement and cost reduction  consultation programs in Malaysia, Jakarta, Vietnam, Bangkok and Laos. As to date, he has consulted more than 600 projects in Malaysia and also other countries.

   

  As an accomplished consultant, coach and facilitator of FBOIS and Performance Management System. He has thus far guided and shared his expertise and has made positive impact in many people’s life across MNC, corporate sectors and individuals. He brings with him immense passion in learning, sharing, communicating and developing both individuals and groups in unleashing their true potential. Using the experiential learning method through action learning, activities, games, exercises, group dynamics, case studies and role-plays, his boundless energy challenges the participants towards the unfolding of self and group awareness. To further enhance participants’ learning, he translates learning to behavior and application of learning in actual life and work situations through powerful debriefing after each activity or exercise.

   

  He also lectures in the Institution and Distance Learning programmes in the areas of Quantitative Methods, Research Methodologies, Problem Solving and Decision Making - Statistical Approach for Diploma (MIM), Degree (University of Southern Queensland, Australian Chartered Institute Of Logistics and Transportation–CILT, UK) and Master programmes (University of Southern Queensland, Midwest Missouri University, (MMU), US).

   

  Mr Murugu was extensively involved in the Malaysian Government project under the Ministry of Science and Technology for Automobile industries (PROTON) and Proton Suppliers as a consultant to improve the quality and productivity using Six Sigma Approach. He conducts Lean Management training and consultancy nationwide for Malaysia Productivity Corporation (MPC) to improve organisation performance and productivity. Key Performance Indicator or Key Business Success Factor are the major implementation activity for all the organisations involved. He worked in several MNC’s companies such as National Semiconductor, Iomega, Dynacraft, Venture and Monlynke.

   

  (SBL Khas / HRD Corp Claimable Course)

  TRAINING FEE
  2 days Face-to-Face Public Program	RM 1,850.00/pax (excluded 8% SST)
  Group Registration: Register 3 participants from the same organization, the 4th participant is FREE. (Buy 3 Get 1 Free) if Register before 12 Feb 2025. Please act fast to grab your favourite training program!

    

  We hope you find it informative and interesting and we look forward to seeing you soon.

  Please act fast to grab your favorite training program! Please call 012-588 2728

  or email to pearl-otc@outlook.com

   

  Do forward this email to all your friends and colleagues who might be interested to attend these programs

   

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  by "pearl@otcsb.com.my" <pearl@otcsb.com.my> - 01:38 - 16 Dec 2024

• Follow Up

  Hi,

   

  I wanted to check with you if you had time to go through my previous email. Let me know your thoughts about acquiring this email list.

   

  Regards,

  Luna

  ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

  Hi, Good day to you!

   

  We have successfully built a verified file of Cosmetics Industry contacts with accurate emails. Would you be interested in acquiring Cosmetics Industry Professionals List across North America, UK, Europe and Global?

   

  Few Lists:

  ü  Cosmetics and personal care product manufacturers

  ü  Fragrance Manufacturers, Home Care Manufacturers

  ü  Cosmetics and Personal Care Brand Owners

  ü  Perfume & Toiletries Manufacturers

  ü  Private label and Contract manufacturers

  ü  Salon and hotel chains

  ü  Consultants, Packaging Professionals, etc

   

  Our list comes with: Company/Organization, Website, Contacts, Title, Address, Direct Number and Email Address, Revenue Size, Employee Size, Industry segment.

    

  Please send me your target audience and geographical area, so that I can give you more information, Counts and Pricing just for your review.

   

  Thank you for your time and consideration. I eagerly await your response.

   

  Regards,

  Luna Keller | Demand Generation Manager

  B2B & Tradeshow Specialist

  luna@b2bleadsonline.us

  PWe have a responsibility to the environment

  Before printing this e-mail or any other document, let's ask ourselves whether we need a hard copy

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  by "Luna Keller" <luna@b2bleadsonline.us> - 11:07 - 15 Dec 2024

• The year's most popular articles from McKinsey Global Institute

  McKinsey&Company

  At #1: Geopolitics and the geometry of global trade ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Top 10 | McKinsey Global Institute As 2024 draws to a close, we’re revisiting our most popular insights of the year. Today, we give you our best-read pieces from the McKinsey Global Institute, which focus on topics including navigating the energy transition, investing in productivity growth, and more. At No. 1 is "Geopolitics and the geometry of global trade," by McKinsey’s Jeongmin Seong, Olivia White, Michael Birshan, and coauthors. Read on for our full top 10, and don't miss McKinsey Publishing's "Meet the moment"—our best insights from 2024 to help you navigate change. 1. Geopolitics and the geometry of global trade Global trade patterns are reconfiguring. More shifts are likely and businesses need to be aware of the potential trade-offs of different paths ahead. Be prepared for a range of shifts  2. A new future of work: The race to deploy AI and raise skills in Europe and beyond To gain the full productivity benefits of generative AI and other technologies, Europe and the United States will need to focus both on improving human capital and accelerating technology adoption. Seize the moment  3. The next big arenas of competition Arenas are industries that transform the business landscape. Eighteen future arenas could reshape the global economy and generate $29 trillion to $48 trillion in revenues by 2040. Dive into the report  4. The hard stuff: Navigating the physical realities of the energy transition The energy transition is a physical transformation in its early stages. What challenges lie ahead? Forge a path  5. Investing in productivity growth It’s time to raise investment and catch the next productivity wave. Pave the way  6. A microscope on small businesses: Spotting opportunities to boost productivity MSMEs are vital for growth and jobs, but struggle with productivity. The route to higher productivity lies in creating a win-win economic fabric for all companies. View the report  7. Accelerating Europe: Competitiveness for a new era Turbulent times have highlighted new fragilities in Europe’s economies. Addressing them could be the catalyst for a new wave of competitiveness and growth. Safeguard growth and prosperity  8. Help wanted: Charting the challenge of tight labor markets in advanced economies For almost two decades, labor markets across advanced economies have tightened—and the trend is set to continue. This article provides a data-driven look via charts to understand the implications. Grow the supply-side pie  9. A better life everyone can afford: Lifting a quarter billion people to economic empowerment Lowering the costs of basic goods and services to improve living standards. Build more balanced economies  10. America’s small businesses: Time to think big US micro-, small, and medium-size enterprises, like their global counterparts, struggle with productivity. But a win–win economic fabric connecting all businesses can maximize their potential. Reach the next level of growth  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 03:26 - 15 Dec 2024

• The week in charts

  The Week in Charts

  Sustainable farming, the cost of natural disasters, and dynamic industries ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE The Week in Charts series offers data visualizations that help explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored sustainable farming, the cost of natural disasters, and industries with high growth and dynamism. FEATURED CHART Sustainable farming takes root See more This week’s other select charts Billion-dollar disasters on the rise  Dynamic industries to watch Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:20 - 14 Dec 2024

• A proactive approach to navigating geopolitics

  Plus, an essential checklist for CEOs ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Monthly Highlights, December 2024 Geopolitical tensions are no longer a distant threat; they’re a daily reality affecting business decisions. CEOs today view geopolitical tensions as the biggest risk to economic growth, write McKinsey’s Cindy Levy, Shubham Singhal, and Matt Watters in this month’s featured story. A proactive approach can help companies both safeguard existing operations and capture emerging opportunities in various geographical and industry segments. Other highlights include the following topics: • how CEOs can safely steer their organizations’ performance to new heights • what’s ahead for the fashion industry • the four drivers of the personal operating model • how insurers can capture profitable growth as they navigate a shifting landscape Editor’s choice A proactive approach to navigating geopolitics is essential to thrive Business leaders must go beyond mitigating geopolitical risks to seizing the opportunities presented by the new world order. Here’s how. Explore 10 key value drivers  THIS MONTH’s HIGHLIGHTS The CEO’s essential checklist: Questions every chief executive should be able to answer Most great CEOs rely on a set of guiding mindsets. This checklist helps them turn mindsets into practices that can steer their companies to great heights. Turn mindsets into practices The State of Fashion 2025: Challenges at every turn The global fashion industry faces economic uncertainty, a dynamic market, and consumer behavior shifts. Finding pockets of growth means navigating a complex maze. Identify the bright spots Warning: Upgrade your personal operating model Effective leaders continually adapt their priorities, roles, time, and energy practices to stay ahead of new realities. Here’s why you need to do the same. 4 drivers Global Insurance Report 2025: The pursuit of growth Finding profitable growth is an imperative for the world’s personal and commercial property and casualty insurers, while life carriers must adjust to changing consumer needs. Embrace a changing landscape Digital twins: The key to unlocking end-to-end supply chain growth Complexity, COVID-19, and competition have upended supply chain organizations. They can reignite revenue growth and deepen resilience by deploying AI-powered digital twins. 5 key tenets for success Why being in HR is getting tougher—and how to break through You’re not imagining it: the past five years have taken a toll on human resources. Here’s how leaders can help. Boost morale ALSO New Harnessing AI to reshape consumer experiences in healthcare What does it take to run a healthy organization? Find out with this quiz Getting performance reviews right Delivering the strategy: The COO agenda What an AI-powered finance function of the future looks like How leaders can tap the power of vulnerability How banks can supercharge technology speed and productivity The cybersecurity provider’s next opportunity: Making AI safer Key considerations for CEOs in the oil and gas sector Capital expenditure efficiency in chemicals: An opportunity for CFOs AI for IT modernization: Faster, cheaper, better Aviation value chain: Strong recovery brings profitability into view Celebrating 60 years of McKinsey Quarterly We’re commemorating our flagship publication’s milestone birthday with a year of themed issues, special interactive features, and timeless Quarterly classics newly released from the archives. It’s all available with a free digital Quarterly membership. Sign me up  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 Lives & Legacies Monthly obituaries from business and society, highlighting the lasting legacies of executives and leaders from around the globe. Explore the latest obituaries The Weekend Read Curated picks for your downtime. Get the latest McKinsey Classics Most digital strategies don’t reflect how digital is changing economic fundamentals, industry dynamics, or what it means to compete. Read our 2018 classic “Why digital strategies fail” to learn more. Rewind Mind the Gap Biweekly curated reads on Gen Z in the workplace. Subscribe now — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 12:09 - 14 Dec 2024

• EP142: The Fundamental Pillars of Object-Oriented Programming

  EP142: The Fundamental Pillars of Object-Oriented Programming

  

  Abstraction, Encapsulation, Inheritance, and Polymorphism are the four pillars of object-oriented programming.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP142: The Fundamental Pillars of Object-Oriented Programming ByteByteGo Dec 14   READ IN APP   WorkOS: Your app, Enterprise Ready (Sponsored) WorkOS is a modern identity platform for B2B SaaS. → A complete user management solution that is free up to 1 million MAUs. Includes MFA, RBAC, bot protection, and user impersonation. → Enterprise SSO that supports any identity provider that uses SAML or OIDC protocols. → Directory Sync that powers user provisioning and deprovisioning for any SCIM-compliant directory. → Fine-Grained Authorization (FGA) that can support complex authorization schemes like Google Docs-style permissions. → The Admin Portal, a self-serve UI that streamlines SSO and SCIM onboarding for your customers' IT admins. WorkOS is used by hundreds of high-growth companies including Cursor, Perplexity, and Vercel. Start deploying enterprise plans today This week’s system design refresher: Apache Kafka Fundamentals You Should Know (Youtube video) The Fundamental Pillars of Object-Oriented Programming Top 6 Multithreading Design Patterns You Must Know How Do C++, Java, Python Work? Explaining 9 types of API testing REST API Vs. GraphQL SPONSOR US Apache Kafka Fundamentals You Should Know The Fundamental Pillars of Object-Oriented Programming Abstraction, Encapsulation, Inheritance, and Polymorphism are the four pillars of object-oriented programming. What do they mean? Abstraction This is the process of hiding implementation details and showing only the essential features of an object. For example, a Vehicle class with an abstract stop method. Encapsulation It involves wrapping data (fields) and methods in a single unit (class) and restricting direct access using access modifiers. For example, private fields with public getters and setters. Inheritance The process of creating a new class (child) that inherits attributes and methods from an existing class (parent), thereby promoting code reuse. For example, a Car class inherits from a Vehicle class. Polymorphism It allows methods to perform differently based on the object they are invoked on. When two types share an inheritance chain, they can be used interchangeably with no errors. Over to you: Do you use object-oriented programming? Building Scalable Systems? Let Confluent Cloud Handle Kafka for You (Sponsored) Simplify your architecture with Confluent Cloud, the fully managed Apache Kafka solution. Designed for developers and architects, it offers effortless scalability, enterprise-grade security, and seamless integration with 120+ pre-built connectors. Say goodbye to managing infrastructure and focus on building real-time, scalable systems that focus on building critical real-time applications. Try Confluent Cloud for free PLUS $400 credits on us! Try Free Top 6 Multithreading Design Patterns You Must Know Multithreading enables a single program or process to execute multiple tasks concurrently. Each task is a thread. Think of threads as lightweight units of execution that share the resources of the process such as memory space. However, multithreading also introduces complexities like synchronization, communication, and potential race conditions. This is where patterns help. Producer-Consumer Pattern This pattern involves two types of threads: producers generating data and consumers processing that data. A blocking queue acts as a buffer between the two. Thread Pool Pattern In this pattern, there is a pool of worker threads that can be reused for executing tasks. Using a pool removes the overhead of creating and destroying threads. Great for executing a large number of short-lived tasks. Futures and Promises Pattern In this pattern, the promise is an object that holds the eventual results and the future provides a way to access the result. This is great for executing long-running operations concurrently without blocking the main thread. Monitor Object Pattern Ensures that only one thread can access or modify a shared resource within an object at a time. This helps prevent race conditions. The pattern is required when you need to protect shared data or resources from concurrent access. Barrier Pattern Synchronizes a group of threads. Each thread executes until it reaches a barrier point in the code and blocks until all threads have reached the same barrier. Ideal for parallel tasks that need to reach a specific stage before starting the next stage. Read-Write Lock Pattern It allows multiple threads to read from a shared resource but only allows one thread to write to it at a time. Ideal for managing shared resources where reads are more frequent than writes. Over to you: Which other multithreading design pattern will you add to the list? How Do C++, Java, Python Work? The diagram shows how the compilation and execution work. Compiled languages are compiled into machine code by the compiler. The machine code can later be executed directly by the CPU. Examples: C, C++, Go. A bytecode language like Java, compiles the source code into bytecode first, then the JVM executes the program. Sometimes JIT (Just-In-Time) compiler compiles the source code into machine code to speed up the execution. Examples: Java, C# Interpreted languages are not compiled. They are interpreted by the interpreter during runtime. Examples: Python, Javascript, Ruby Compiled languages in general run faster than interpreted languages. Explaining 9 types of API testing Smoke Testing This is done after API development is complete. Simply validate if the APIs are working and nothing breaks. Functional Testing This creates a test plan based on the functional requirements and compares the results with the expected results. Integration Testing This test combines several API calls to perform end-to-end tests. The intra-service communications and data transmissions are tested. Regression Testing This test ensures that bug fixes or new features shouldn’t break the existing behaviors of APIs. Load Testing This tests applications’ performance by simulating different loads. Then we can calculate the capacity of the application. Stress Testing We deliberately create high loads to the APIs and test if the APIs are able to function normally. Security Testing This tests the APIs against all possible external threats. UI Testing This tests the UI interactions with the APIs to make sure the data can be displayed properly. Fuzz Testing This injects invalid or unexpected input data into the API and tries to crash the API. In this way, it identifies the API vulnerabilities. REST API Vs. GraphQL When it comes to API design, REST and GraphQL each have their own strengths and weaknesses. REST Uses standard HTTP methods like GET, POST, PUT, DELETE for CRUD operations. Works well when you need simple, uniform interfaces between separate services/applications. Caching strategies are straightforward to implement. The downside is it may require multiple roundtrips to assemble related data from separate endpoints. GraphQL Provides a single endpoint for clients to query for precisely the data they need. Clients specify the exact fields required in nested queries, and the server returns optimized payloads containing just those fields. Supports Mutations for modifying data and Subscriptions for real-time notifications. Great for aggregating data from multiple sources and works well with rapidly evolving frontend requirements. However, it shifts complexity to the client side and can allow abusive queries if not properly safeguarded Caching strategies can be more complicated than REST. The best choice between REST and GraphQL depends on the specific requirements of the application and development team. GraphQL is a good fit for complex or frequently changing frontend needs, while REST suits applications where simple and consistent contracts are preferred. SPONSOR US Get your product in front of more than 1,000,000 tech professionals. Our newsletter puts your products and services directly in front of an audience that matters - hundreds of thousands of engineering leaders and senior engineers - who have influence over significant tech decisions and big purchases. Space Fills Up Fast - Reserve Today Ad spots typically sell out about 4 weeks in advance. To ensure your ad reaches this influential audience, reserve your space now by emailing sponsorship@bytebytego.com.   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:45 - 14 Dec 2024

• Un enfoque proactivo para navegar por la geopolítica

  Además, un checklist esencial para CEOs ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Destacados mensuales, diciembre 2024 Los líderes empresariales ven hoy las tensiones geopolíticas como el mayor riesgo para el crecimiento económico. Y aunque entienden que se está produciendo un cambio en el orden global, deben ir más allá de mitigar los riesgos geopolíticos para también aprovechar las oportunidades, señalan Cindy Levy, Shubham Singhal y Matt Watters en nuestro artículo principal. Otros temas destacados son: • Cómo un checklist del CEO puede ayudar a los líderes a llevar el desempeño de su organización al siguiente nivel • Navegar por un laberinto de desafíos complejos en la industria de la moda • El futuro de la función financiera y el liderazgo empresarial • Cómo la vulnerabilidad puede aumentar el potencial de liderazgo La selección de nuestros editores Un enfoque proactivo para navegar por la geopolítica es esencial para prosperar Los líderes empresariales deben ir más allá de mitigar los riesgos geopolíticos para aprovechar las oportunidades que presenta el nuevo orden mundial. Aquí explicamos cómo. Explore 10 impulsores clave del valor LOS DESTACADOS DE ESTE MES Checklist esencial para CEOs: Preguntas que todo director ejecutivo debería poder responder La mayoría de los mejores CEOs basan su éxito en un conjunto de mentalidades rectoras. Este checklist les ayuda a convertir esas mentalidades en prácticas que pueden llevar a sus empresas a grandes alturas. Convierta las mentalidades en prácticas El estado de la moda 2025: Desafíos a cada paso La industria mundial de la moda se enfrenta a la incertidumbre económica, un mercado dinámico y cambios en el comportamiento de los consumidores. Encontrar focos de crecimiento implica navegar por un complejo laberinto. Identifique los puntos positivos Cómo será la función financiera del futuro impulsada por la IA Sarah Friar, veterana de la tecnología y directora financiera de OpenAI, habla del potencial positivo de la inteligencia artificial (IA) generativa para cambiar el trabajo, la sociedad y la democracia; de cómo está transformando la función financiera, y del poder de las mujeres fundadoras. Ocupe una posición de impacto Cómo los líderes pueden aprovechar el poder de la vulnerabilidad Mostrar vulnerabilidad puede generar vínculos y confianza. Un punto de partida: crear una lista de “cosas por ser” en lugar de una lista de “cosas por hacer”. Genere confianza Cómo los bancos pueden potenciar la velocidad y la productividad de la tecnología Las instituciones financieras pueden liberar la productividad de sus equipos de ingeniería de software para impulsar significativamente la innovación tecnológica sin aumentar los presupuestos de TI. Saque más partido a sus inversiones Gestión activa de carteras: Cinco ideas prácticas para crear valor Los repuntes económicos van y vienen, y los programas de optimización de costos solo llevan a una organización hasta cierto punto. Pero la gestión activa de carteras es la clave infrautilizada para crear el máximo valor. El momento ideal es ahora Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Global Insurance Report 2025: Growth and relevance in life and beyond Harnessing AI to reshape consumer experiences in healthcare Delivering the strategy: The COO agenda What does it take to run a healthy organization? Find out with this quiz The cybersecurity provider’s next opportunity: Making AI safer The state of gen AI in the Middle East’s GCC countries: A 2024 report card Improving organizational health in the public sector: Achieving tangible impact Elevating the risk function in insurance: Building a strategic advantage Key considerations for CEOs in the oil and gas sector Capital expenditure efficiency in chemicals: An opportunity for CFOs A turning point for private brands: How retailers can seize the opportunity Overcoming sub-Saharan Africa’s health workforce paradox Celebrating 60 years of McKinsey Quarterly We’re commemorating our flagship publication’s milestone birthday with a year of themed issues, special interactive features, and timeless Quarterly classics newly released from the archives. It’s all available with a free digital Quarterly membership. Sign me up  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 Lives & Legacies Monthly obituaries from business and society, highlighting the lasting legacies of executives and leaders from around the globe. Explore the latest obituaries The Weekend Read Curated picks for your downtime. Get the latest McKinsey Classics Most digital strategies don’t reflect how digital is changing economic fundamentals, industry dynamics, or what it means to compete. Read our 2018 classic “Why digital strategies fail” to learn more. Rewind Mind the Gap Biweekly curated reads on Gen Z in the workplace. Subscribe now — Edited by Joyce Yoo, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:34 - 14 Dec 2024

• The year's most popular articles from the McKinsey Quarterly

  McKinsey&Company

  At #1: A generative AI reset: Rewiring to turn potential into value in 2024 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Top 10 | McKinsey Quarterly As 2024 draws to a close, we’re revisiting our most popular insights of the year. Today, we give you our best-read pieces from the McKinsey Quarterly, which focus on topics including the human side of gen AI, rethinking your talent strategy, and the latest on healthy organizations. At No. 1 is "A generative AI reset: Rewiring to turn potential into value in 2024," by McKinsey’s Eric Lamarre, Alex Singla, Alexander Sukharevsky, and Rodney Zemmel. Read on for our full top 10, and don't miss McKinsey Publishing's "Meet the moment"—our best insights from 2024 to help you navigate change. 1. A generative AI reset: Rewiring to turn potential into value in 2024 The generative AI payoff may only come when companies do deeper organizational surgery on their business. Gain a competitive advantage  2. Implementing generative AI with speed and safety Generative AI poses both risks and opportunities. Here’s a road map to mitigate the former while moving to capture the latter from day one. Revise your playbook  3. Why agents are the next frontier of generative AI By moving from information to action—think virtual coworkers able to complete complex workflows—the technology promises a new wave of productivity and innovation. 3 ways to ease automation  4. The human side of generative AI: Creating a path to productivity The number of employees who use generative AI is expected to soar, freeing many to focus on higher-level cognitive work. Can organizations use this moment to make jobs more people centric? People before tech  5. Healthy organizations keep winning, but the rules are changing fast Driving higher organizational health and performance means focusing on new practices: empowering employees to make decisions, using technology to create value, and updating leadership styles. 6 key shifts  6. The CEO journey: Finding success at every stage The much-coveted CEO role is the pinnacle for many talented senior executives. Developing certain attributes can help them get there—and leave a legacy. Get your briefing  7. The gen AI skills revolution: Rethinking your talent strategy Developing the software talent companies need to grow means thinking in terms of skills rather than roles to navigate this period of uncertainty around talent. Zero in  8. Charting a path to the data- and AI-driven enterprise of 2030 Generative AI has increased the focus on data, putting pressure on companies to make substantive shifts to build a truly data-based organization. 7 priorities  9. Direct from Michael Dell: Leadership lessons and the future of AI The CEO of Dell Technologies weighs in on what’s next for AI, how companies can successfully transform in the face of constant disruption, and how his leadership style has changed over 40 years. See the interview  10. A new dawn for the technology officer As companies strive to create value from AI, generative AI, and other rapidly evolving technologies, enterprise tech officers will make fundamental shifts in the way they operate. Prepare for what’s ahead  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 10:37 - 13 Dec 2024

• When tailoring stakeholder comms, think EDGE

  The Shortlist

  Emerging ideas for leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   OUR BEST NEW IDEAS FOR THE C-SUITE Curated by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of the CEO Shortlist, a biweekly newsletter of our best ideas for the C-suite. This week, we feature our latest thinking on how CEOs can engage their stakeholders. We appreciate the opportunity to connect and hope you find our perspectives novel and insightful. Please let us know what you think! You can reach us at Alex_Panas@mckinsey.com and Axel_Karlsson@mckinsey.com. Thank you. —Alex and Axel Shareholders. Employees. Customers and governments. All are critical constituents for big-league CEOs. And according to our research, the world’s best CEOs know how to communicate clearly with these disparate audiences. We’ve distilled this level of engagement into four key elements. Leading CEOs have an expanded view of their role as the company’s bridge to the external world, a distinctive narrative as “storyteller in chief,” a growth-oriented mindset that empowers a team of internal and external ambassadors to articulate the company’s vision, and an engaged posture that systematically strengthens stakeholder connections. Read our latest insights and create your own EDGE. We hope you find these ideas inspiring and helpful. See you in 2025 with more McKinsey ideas for the CEO and others in the C-suite. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The CEO Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:31 - 13 Dec 2024

• How retailers are enticing shoppers this holiday season

  Only McKinsey Perspectives

  Plus, how US consumers are feeling ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Hunting for holiday gifts In the news • Deep discounts. US retailers pulled out all the stops to attract customers the day after Thanksgiving, the Associated Press reports. The convenience of online shopping and additional days of deals have curtailed some of the hype around Black Friday shopping, so retailers this year offered steep discounts to entice consumers inside brick-and-mortar stores. “The spreading out of the holidays has created the lack of need and lack of urgency,” an industry expert remarks, which could make it challenging to persuade shoppers to spend. [AP] • Buying on a budget. As the holiday shopping season kicks into high gear, US consumers are uncertain about how much to spend as they weigh still-elevated prices against the potential for future increases, the New York Times reports. Although US consumer spending remains healthy, major American retailers state that shoppers—even wealthier ones—are becoming more budget conscious. The National Retail Federation forecasts an increase in US holiday sales of up to 3.5% this year, which is consistent with prepandemic averages but still lower than the past few years. [NYT] “We see around 70% of higher-income younger consumers telling us that they really, really want to splurge.” On McKinsey.com • Looking to save. Heading into the year-end holidays, US consumers are not feeling good about their economic prospects. Consumer sentiment is lower than it was prepandemic, explains McKinsey partner Tamara Charm, and when it comes to holiday shopping in 2024, consumers are hoping to save money. Charm says that they’re looking for sales and will be shopping throughout the holiday season to try to get what they want for less. • The urge to splurge. While boomers’ spending tends to be consistent from year to year, the habits of younger consumers—especially higher-income Gen Z and millennials—reflect “a huge mentality toward splurge,” Charm reveals. Consequently, a powerful move for retailers could be putting items in front of these consumers that will make them, or their loved ones, happy in the moment. Watch the video to learn more about holiday shopping habits in 2024. Scout holiday shopping trends —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:43 - 13 Dec 2024

• MACHINERY DIRECTIVE 2006/42/EC TRAINING - In House Training

  MACHINERY DIRECTIVE 2006/42/EC TRAINING

  This program can be specially tailored and customized to meet your training objectives

  Kindly find above attached for the full brochure for this program

  We hope you find it informative and interesting, and we look forward to seeing you soon

  (SBL Khas / HRD CORP Claimable Course)

  2 Days In-House Program                             By Gobalan

   

  INTRODUCTION:

  The aim of this 2 days Machinery Directive 2006/42/EC Training is to give machine manufacturers, modifiers, and those involved in pre-purchase auditing, an understanding of what is required to demonstrate compliance with the Occupational Safety and Health Administration (OSHA) requirements as per the European Community Machinery Directive 2006/42/EC.

   

  BENEFITS:

  By the end of this training, participants will be able to:

  •           Know the fundamentals of OSHA Machinery Directive 2006/42/EC

  •           Understand the Occupational Safety and Health requirement of the European Community.

  •           Gain a good understanding of what is required to demonstrate compliance with the Machinery Directive 2006/42/EC (MD) for the European Market

  •           Learn how to establish a design risk assessment (DRA) team and process for a new project

  •           Learn what to expect in the contents of the TCF (Technical construction file)

  •           Understand and apply appropriate technical terms and definitions in accordance with the Machinery Directive 2006/42/EC.

  •           Know how to regulate and comply to all legal aspects under 2006/42/EC

  •           Demonstrate and evidence compliance against the Essential Health and Safety Requirements (EHSRs) and common EN standards as a presumption of conformity.

   

  WHO SHOULD ATTEND:

  Engineers, Technicians, Supervisors, Designers, Project leads.

   

  TRANING METHODOLOGY:

  70% theory and 30% group activities and case studies.

   

  Outline Of Workshop

  Day 1 – 9.00am to 5.00pm Pre-Test Assessment Introduction: Machinery Directive 2006/42/EC Legislative Requirements - European Community European Pillar of Social Rights Safety and Health Legislation EU National laws by Member States unity. EU Strategic Framework on Health and Safety at Work 2021-2027 Definition: Key priorities and actions for improving workers’ health and safety By way of addressing rapid changes in the economy, demography, and work patterns. Strategic priorities Involving EU institutions Member States Social partners and other stakeholders Focuses on three key priorities: Anticipating and managing change in the context of green, digital, and demographic transitions. Improving the prevention of work-related accidents and diseases and striving towards a Vision Zero approach to work-related deaths. Increasing preparedness to respond to current and future health crises. Implementing the framework — a key role for EU-OSHA Enforcement Social dialogue Funding Awareness-raising Data collection European Directives on Safety and Health at Work The OSH Framework Directive Workplaces, equipment, signs, personal protective equipment Exposure to chemical agents and chemical safety Exposure to physical hazards Exposure to biological agents Provisions on workload, ergonomical and psychosocial risks Sector specific and worker related provisions Individual directives tailor the principles of the Framework Directive to: Specific tasks (e.g. manual handling of loads) Specific hazards at work (e.g. exposure to dangerous substances or physical agents) Specific workplaces and sectors (e.g. temporary work sites, extractive industries, fishing vessels) Specific groups of workers (e.g. pregnant women, young workers, workers with a fixed duration employment contract) Certain work-related aspects (e.g. organisation of working time) Directive 89/391 - OSH "Framework Directive" The introduction of measures to encourage improvements in the safety and health of workers at work - "Framework Directive".        Framework Directive brought about considerable innovation including the following: The term ‘working environment’ was set in accordance with International Labour Organization (ILO) Convention No. 155 and defines a modern approach taking into account technical safety as well as general prevention of ill-health. The Directive aims to establish an equal level of safety and health for the benefit of all workers (the only exceptions are domestic workers and certain public and military services). The Directive obliges employers to take appropriate preventive measures to make work safer and healthier. The Directive introduces as a key element the principle of risk assessment and defines its main elements (e.g. hazard identification, worker participation, introduction of adequate measures with the priority of eliminating risk at source, documentation and periodical re-assessment of workplace hazards). The new obligation to put in place prevention measures implicitly stresses the importance of new forms of safety and health management as part of general management processes. Occupational Safety and Health Administration – OSHA European Community Directives OSH is good for business Improved productivity through less sickness absence Cutting healthcare costs Keeping older workers in employment Stimulating more efficient working methods and technologies Reducing the number of people who have to cut their hours to care for a family member Improving compliance with OSH regulations Legal enforcement of regulations Supply chain influences External OSH services Social or sectoral norms Financial support. Dangerous substances Allergies Skin diseases Cancers Reproductive problems and birth defects Respiratory diseases Poisoning Digitalisation of work Advance robotics and AI Worker management through AI Digital platform work Smart digital systems Remote work OSHA Act - Amendments January 2022 Responsibilities Standards and harmonized standards Testing and assessment Introduction to Notified bodies Resources Compliance to 2006/42/EC Directives Machinery: Compulsory and Mandory Requirements within the Machinery Directive CE Marking and Legal obligation Compilation of the machine’s Technical Construction File Raising of a Declaration of Conformity or Declaration of Incorporation Testing Methods and Procedures Technical Construction File for both Europe EU and non- Europe EU businesses Low Voltage Directive Harmonized standards Technical documents Technical file contents Technical file format Workplaces, Equipment, Signs, Personal Protective Equipment OSH Directives Directive 2009/104/EC – use of work equipment The Directive lays down minimum health and safety requirements for the use of work equipment in the workplace. Directive 99/92/EC - risks from explosive atmospheres The Directive establishes minimum requirements for improving the safety and health protection of workers potentially at risk from explosive atmospheres. Directive 92/58/EEC - safety and/or health signs Directive 92/58/EEC lays down the requirements for safety and health signs at work that employers must provide where workers are still at risk despite other preventive measures. Directive 89/656/EEC - use of personal protective equipment The Directive lays down minimum requirements for the use of personal protective equipment used by workers at work, which are necessary when risks cannot be sufficiently controlled by technical and organisational measures. Directive 89/654/EEC - workplace requirements The Workplace Directive provides for minimum requirements for workplaces covering issues such as traffic routes, workroom dimensions and indoor air quality. OSH Related Aspects Regulation 2023/1230/EU - machinery This Regulation lays down health and safety requirements for the design and construction of machinery, placed on the European market. Regulation 2023/988/EU - general product safety Regulation (EU) 2016/425 on personal protective equipment Directive 2014/34/EU - equipment and protective systems intended for use in potentially explosive atmospheres The ATEX directive sets forth uniform rules across the European Union for the making available on the market and putting into service of equipment and protective systems intended for use in potentially explosive atmospheres. Directive 2014/68/EU - pressure equipment Directive 2014/68/EU applies to the design, manufacture and conformity assessment of Directive 2014/29/EU - simple pressure vessels

  Day 2: 9.00am to 5.00pm Exposure to Chemical Agents and Chemical Safety OSH Directives Directive 2019/1831 - indicative occupational exposure limit values Directive 2009/148/EC - exposure to asbestos at work Directive 2006/15/EC - indicative occupational exposure limit values Directive 2004/37/EC - carcinogens, mutagens or reprotoxic substances at work Directive 2000/39/EC - indicative occupational exposure limit values Directive 98/24/EC - risks related to chemical agents at work Exposure to Physical Hazards OSH directives Directive 2013/59/Euratom - protection against ionising radiation Directive 2013/35/EU - electromagnetic fields Directive 2006/25/EC - artificial optical radiation Directive 2003/10/EC - noise Directive 2002/44/EC - vibration Provisions on Workload, Ergonomic and Psychosocial Risks OSH Directives Directive 90/270/EEC - display screen equipment (workstations and worker) Directive 90/269/EEC - manual handling of loads OSH Related Aspects Directive 2019/1158 - work-life balance for parents and careers Directive 2019/1152/EU - Transparent and predictable working conditions Directive 2003/88/EC - working time Line Visit – Hazards Evaluation Hazards – Aspects and Impacts Risk Assessment Risk Severity Prevention Substitute Controls PPEs Machinery Risk Assessment - OSH Identifying and applying standards Responsibilities The Machinery Directive EHSRs Mechanical and electrical risk assessment and safety requirement Plant visit: Practical examples ATEX Compliance and Risk Assessment - OSH Practical risk assessments Equipment groups Certification requirements Identifying and applying standards Zoning and ignition hazard assessment Dusts and vapours Requirements for electrical and mechanical equipment Notified Body Certification DSEAR Electrical Equipment Safety - OSH Electrical safety and EMC Low Voltage Directive Radio Equipment Directive Identifying and applying standards Testing and assessment Environmental requirements - Eco-Design, WEEE, RoHS, REACH Technical documentation, declarations and certificates Buying Machinery – Safety Compliance - OSH Machinery specifications Machinery Directive requirements Supplier questions Documentation Dealing with partly completed machinery and components In-service obligations Modifications Provision and Use of Work Equipment Regulations (PUWER) Environmental Directives - OSH Eco-Design framework and specific regulations Performance measurements Banned substances Directives and regulations Technical documentation and evidence of compliance Enforcement Producer registration Batteries Directive Conclusion Training summary Post Test Q and A session Training Evaluation

   

  ABOUT THE FACILITATOR

  Gobalan Senthivel is a Professional HRM, Training and Development consultant. Worked and trained 22 years in the Royal Malaysian Air Force, 4 years in OEM industry and 24 years in EMS industry, as a Technical / Soft skills Manager, Trainer, Facilitator and Corporate Consultant.

  A Radar Engineering graduate, trained from No 1, Radio School, RAF Locking in UK. Post graduate studies in Advanced Radio Communication and Radar Systems Electronics at RAAF Laverton, Australia, Post graduate placement training in Airfield Radar System and Technology at NEC and Toshiba, Japan.

  Master’s degree holder in Business Administration from Lincoln School of Business, USA and Diploma in Training and Development from Leicester University, UK. Experiences cover great deal in training military personnel in Technical skills. OEM and EMS industry people in Product based skills, Soft skills, Supervisory, Management, Talent, and Leadership skills.

  Royal Malaysian Air Force and Royal Australian Air Forces was a chief engineer involved in Defence Radar Equipment installations, Commissioning, Repair and Maintenance. In addition, was involved in repair and maintenance of Airfield Instrument Landing systems in Butterworth, Kuantan, and Labuan air bases. Highly knowledgeable in Electronics and Digital technology, Circuitry and Troubleshooting – 1st, 2nd and 3rd line servicing and equipment maintenance.

  Worked as Regional Technical Training Manager, Asia for an EMS/MNC company for more than 10 years. During this period was assigned as a Project Leader and Technical Training Manager to set up China Resource Centre in Guangzhou and India Resource Centre in Pune. It’s a SMT machineries resource and training centre established for fresh engineering graduate’s development training in Process, Equipment and Manufacturing engineers handling high-end electronic motherboards and hub switches.

  Trainings and Development works cover great deal in China, India, Japan, Singapore, Vietnam, Korea, and Malaysia involving Manufacturing Process and Machineries improvement works in Total Productive Maintenance (TPM), Total Preventive Maintenance (TPM), Total Predictive Maintenance (TPM), Total Quality Management (TQM), ESD Control, IPC concepts and methodology. Familiar and provide consultancy for CSR/EICC/RBA for local and multi-national companies in Penang, Kedah, India, Vietnam, and China.

  All Technical and Soft skills training are very interactive with real cases of industry examples based on multi culture compositions and business models in Asia.

  Well verse with Technical report writing techniques, QC tools and documentation processes for the engineering team and project managers. The classes are full of real case samples and case studies from personal, military and industry life experiences that make the learning very practical, beneficial, and lively with lot of interactions and mind registering moments. Participants really enjoy his training sessions where great scholarship, great leadership and great character are systematically demonstrated and seeded.

  Assets are in sharing and branding his combined 40 over years of Military, OEM, EMS and MNC industries experience to make the learning interesting and lively with lots of take away for the participants.

  1. MBA (Lincoln School of Business, USA)
  2. Diploma in Training & Development (Leicester, UK)
  3. City and Guilds Certificate in Telecommunication
  4. TTT Certified (HRDC/RAAF/USA Accredited)
  5. Electronic and Radar Engineering Fitter (RAF Locking, Western Supermare, UK)
  6. Airfield Instrument Landing System (Western Super Mare, UK / Tokyo, Japan)
  7. Higher Diploma Digital Electronics (RAAF Laverton, Melbourne, Australia)
  8. Post Graduate ASR/RDPS (NEC/Toshiba, Japan)
  9. HRM Trainer, Facilitator and Consultant
  10. ISO 9001 – 2015 Trainer
  11. ISO 14001 – Trainer
  12. ISO 45001 Trainer
  13. Corporate Social Responsibility (CSR) Trainer and Facilitator
  14. EICC1 and EICC2 Trainer, Facilitator and Consultant
  15. RBA 7.1 and VAP Audit Trainer, Facilitator and Consultant
  16. PPA/PPS (Ministry of Defence)

  Certifications and Experiences:

  1. Qualified with 50 years of Technical and in those 30 years of HRM/T&D experiences and hands on exposure in the Royal Malaysian Air Force and EMS industries, respectively.
  2. Certified and 2 years as Project consultant in HR Management and Human Capital Development, Shenzhen
  3. Qualified and worked 2 years as HR Project Manager, Jabil Vietnam.
  4. Qualified as Technical Training Manager with 20 years working experience in EMS industries in Asian plants.
  5. Certified Train-The-Trainer from Royal Malaysian Air Force.
  6. Certified and Accredited TTT trainer from USA.
  7. Certified Exempt and Approved Trainer from HRDF Malaysia.
  8. ERT Team Practitioner – First Aid, Fire Fighting and Chemical Spillage
  9. Certified in ANSI ESD S2020 Technical Trainer, 3M, Penang.(The National Association of Radio and Telecommunication of Engineers – N.A.R.T.E).
  10. Certified Trainer in Project Management (PM)
  11. SCM (Supply Chain Management) program - Trainer and Facilitator for MBA corporate students.
  12. Forklift and Stacker Certified Trainer
  13. Overhead Crane Servicing and Maintenance
  14. Certified IPC 610 Trainer from Hong Kong Productivity Council, HK.
  15. Qualified with 25 years of experience in in IPC 7711, Solder Rework and Repair
  16. Qualified with 25 years of experience in IPC 7721, Solder Rework, Repair and Modifications
  17. Effective Training Evaluation Certification from MITD, HRDF in collaboration with TAFE College, Australia.
  18. Experience in teaching SCM for MBA program.
  19. SMT Machines Maintenance and Management
  20. Experience and Specialized in TPM and PM machines maintenance and troubleshooting
  21. Experience in NPI and New Technology transfer products – Design, Process and Products standards.
  22. Experienced in Automotive industry – Car audio products - Ford, Mazda and Sanyo – APQP/VDA
  23. Measurement System Analysis (MSA) – Calibrations, GR&R and MOST
  24. Airfield Instrument Landing Systems: Installation, Maintenance and Troubleshooting
  25. Air Defence Radars: Installation, Commissioning, Maintenance and Troubleshooting
  26. Trained in Airfield Radar Systems LV, MV and HV power source and supply
  27. City and Guilds – Telecommunications
  28. Experience in Commercial Mains (Electricity) Power Supply maintenance.
  29. Experience in Training and Certifying warehouse Forklift and Stacker vehicle drivers in Jabil Circuits.
  30. Certified in HR Management and Human Capital Development
  31. Qualified in CSR/EICC/RBA Code of Conducts Compliance - Version RBA7.0
  32. RBA Auditor and Risk Assessment Trainer – Version 7.1
  33. SA8000 – Social Accountability - Facilitator
  34. ISO9000 – Quality Management System – Facilitator and Trainer
  35. ISO9001 - Standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.- IQA Auditor
  36. TL 9000 – Quality Management System – Information and Communications Technology (ICT)
  37. ISO 14001-2015 Environmental Management System Trainer
  38. EHS-ISO18001 / ISO45001 Health and Safety Trainer
  39. OSHA - Occupational Safety and Health (Amendment) Act 2022 (ACT A1648)
  40. Facilitator - Domestic and Board of Enquiry for Industries
  41. Employment contracts and Labour Law
  42. Certified Fitter in Radar Engineering, RAF Locking, UK
  43. Certified Facilitator in Interactive Management from DDI.

  We hope you find it informative and interesting, and we look

  forward to seeing you soon.

   

  Please act fast to grab your favourite training program! Please call 012-588 2728

  or email to pearl-otc@outlook.com

   

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  Regards

  Pearl

  OTC Training Centre Sdn Bhd

   

   

   

  ---

  by "sump@otcsb.com.my" <sump@otcsb.com.my> - 10:51 - 12 Dec 2024

• Database Performance Demystified: Essential Tips and Strategies

  Database Performance Demystified: Essential Tips and Strategies

  

  Databases are the backbone of modern applications.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. Mastering Modern Authentication: Cookies, Sessions, JWT, and PASETO Stateless Architecture: The Key to Building Scalable and Resilient Systems Distributed Caching: The Secret to High-Performance Applications Speedrunning Guide: Junior to Staff Engineer in 3 years A Pattern Every Modern Developer Should Know: CQRS To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Database Performance Demystified: Essential Tips and Strategies ByteByteGo Dec 12 ∙ Preview   READ IN APP   Databases are the backbone of modern applications. They power everything from e-commerce platforms and financial systems to social media and analytics tools.  Ensuring good database performance is critical, as it directly impacts user experience, operational costs, and the ability to scale when needed. Users expect applications to respond instantly. A slow database can lead to delays in fetching data, resulting in poor application performance and monetary impact. For example: Delayed product searches or sluggish checkout processes can frustrate customers, increasing cart abandonment rates in an e-commerce platform. Slow feed updates can reduce user engagement for a social media application. A strong database performance is the key to retaining users and keeping them positively engaged with the application.  Database inefficiencies often lead to increased hardware requirements and higher cloud usage bills. Poorly optimized queries can consume excessive CPU, memory, and disk I/O. This leads to organizations provisioning expensive resources to compensate for poor performance, which could have been avoided with proper optimization. However, optimizing database performance requires a multi-faceted approach. There is no magical one-size-fits-all strategy. In this post, we’ll explore the various factors that can impact the performance of a database. We’ll also look at multiple strategies that can help improve the database performance. Key Metrics to Evaluate Database Performance... Continue reading this post for free in the Substack app Claim my free post Or upgrade your subscription. Upgrade to paid   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 12 Dec 2024

• GRAB 3 FREE 1 !!! EXCEL DASHBOARDS AND REPORTS (14 - 15 Jan 2025)

  Please call 012-588 2728

   email to pearl-otc@outlook.com

   

  HYBRID PUBLIC PROGRAM

  EXCEL DASHBOARDS AND REPORTS   

  (** Choose either Zoom OR Physical Session)

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  OTC Training Centre Sdn Bhd Subang, Selangor (Physical)

    (SBL Khas / HRD Corp Claimable Course)

  Date : 14 Jan 2025 (Tue)   |  9am – 5pm                             By Siti

   15 Jan 2025 (Wed)  |  9am – 5pm                            . 

                         .

  OVERVIEW:

  What’s the use of putting out reports that no one reads? Properly created dashboards are graphical representations that put data in a context for your audience, and they look really cool! How cool? You’ll find out when you see the dazzling examples in Excel Dashboards & Reports. And, before long, everyone’s eyes will be riveted to your dashboards and reports too!

   

  This revolutionary guide shows you how to turn Excel into your own personal Business Intelligence tool. You’ll learn the fundamentals of using Excel to go beyond simple tables to creating dashboard-studded reports that wow management. Get ready to catch dashboard fever as you find out how to use basic analysis techniques, build advanced dashboard components, implement advanced reporting techniques, and import external date into your Excel reports. Discover how to:

   

  - Unleash the power of Excel as a business intelligence tool

  - Create dashboards that communicate and get noticed

  - Think about your data in a new way

  - Present data more effectively and increase the value of your reports

  - Create dynamic labels that support visualization

  - Represent time and seasonal trending

  - Group and bucket data

  - Display and measure values versus goals

  - Implement macro-charged reporting

   

  NOT FOR BEGINNERS

  This course is not for Excel beginners, because the fast pace could be overwhelming. Lots of material is covered, very quickly. It is designed for Excel users who are beyond the basics, and who enjoy learning by seeing a demo, then practising the new skills.

   

   

  OUTLINE OF WORKSHOP

  Part I Making the Move to Dashboards Is all about helping you think about your data in terms of creating effective dashboards and reports. - Chapter 1 Getting in the Dashboard State of Mind Þ Introduces you to the topic of dashboards and reports, giving you some of the fundamentals and basic ground rules for creating effective dashboards and reports. - Chapter 2 Building a Super Model Þ Shows you a few concepts around data structure and layout. In this chapter, will demonstrate the impact of a poorly planned data set and show you the best practices for setting up the source data for your dashboards and reports.   Part II Building Basic Dashboard Components You take an in-depth look at some of the basic dashboard components you can create using Excel. - Chapter 3 The Pivotal Pivot Table Þ Introduce you to pivot tables and discuss how a pivot table can play an integral role in              Excel-based dashboards. - Chapter 4 Excel Charts for the Uninitiated Þ Provides a primer on building charts in Excel, giving beginners a solid understanding of how  Excel charts work. - Chapter 5 The New World of Conditional Formatting Þ Introduces you to the new and improved conditional formatting functionality found in Excel. In this chapter, will present several ideas for using the new conditional formatting tools in        dashboards and reports. - Chapter 6 The Art of Dynamic Labeling Þ You explore the various techniques that can be used to create dynamic labels, allowing for the creation of a whole new layer of visualization.   Part III Building Advanced Dashboard Components You go beyond the basics to look at some of the advanced components you can create with Excel. This part consists of three chapters. - Chapter 7 Components That Show Trending Þ In which will demonstrate how to represent time trending, seasonal trending, moving averages, and other types of trending in dashboards. You are also introduced to Sparklines in this chapter. - Chapter 8 Components That Group and Bucket Data Þ You explore the many methods used to bucket data or put data into groups for reporting. - Chapter 9 Components That Display Performance against a Target Þ Demonstrates some of charting techniques that help you display and measure values versus goals.

  Part IV Advanced Reporting Techniques Focuses on techniques that help you automate your reporting processes and give your users an interactive user interface. - Chapter 10 Macro-Charged Reporting Þ Provides a clear understanding of how macros can be leveraged to supercharge and  automate your reporting systems. - Chapter 11 Giving Users an Interactive Interface Þ Illustrates how you can provide your clients with a simple interface, allowing them to easily navigate through and interact with their reporting systems.   Part V Working with the Outside World Is importing and exporting information to and from Excel. - Chapter 12 Using External Data for Your Dashboards and Reports Þ Explores some of the ways to incorporate data that does not originate in Excel. In this chapter, will show you how to import data from external sources as well as how to   create systems that allow for dynamic refreshing of external data sources. - Chapter 13 Sharing Your Work with the Outside World Þ Wraps up this look on Excel dashboards and reports by showing you the various ways to distribute and present your work.   Part VI The Part of Tens Is the classic Part of Tens section. The chapters found here each present ten or more pearls of wisdom, delivered in bite-sized pieces. - Chapter 14 Ten Chart Design Principles Þ Ten or so chart-building best practices, helping you design more effective charts. - Chapter 15 Ten Questions to Ask Before Distributing Your Dashboard Þ Checklist of questions you should ask yourself before sharing your Excel dashboards and reports.

   

  ** Certificate of attendance will be awarded for those who completed the course

   

  ABOUT THE FACILITATOR

   

  Siti

  Microsoft Office Specialist (MOS)

  Siti started her career as an Information Technology Lecturer in few local colleges and universities back in year 1999. In her 8 years’ experience as a lecturer, she picks up various discipline in IT related subjects. She also involved in giving Microsoft Office Applications training to various companies.

   

  Since 20 March 2006 till present, Siti decided for a career change. She moved to IT related training. As a Training Consultant, she focused more on Microsoft Office Applications training. She has facilitated training programs in link with broad-ranging groups of training institutes and clients. She is familiar and proficient with Microsoft Office Applications and during her training she will address the day to day issues faced by employees in today’s corporate environment.

   

  In year 2007 till 2008 Siti had been appointed as one of the Master Trainer for The Teaching and Learning of Science and Mathematics in English (Pengajaran dan Pembelajaran Sainsdan Matematik Dalam Bahasa Inggeris - PPSMI). Her role as a Master Trainer was to give training to all the trainers representing different states around Malaysia on how to deliver the training to all the teachers in various schools in Malaysia.

   

  Aside to giving training, Microsoft Malaysia has engaged her to share her expertise on how to fully maximize the usage of Microsoft Office Applications since year 2008 till current. She had done many workshops around Malaysia for major Microsoft Malaysia customers mostly focusing on the Tips and Tricks and also best practices.

   

  Siti was involved as a Handyman in Handyman Project under Shell Global Solutions, Malaysia since 2008 till 2011. To be given the opportunity to give One-to-one consultation with the client by looking, asking and solve problem related to the data provided by the clients.

  
  Examples of topics covered for Handyman sessions are E-mail and Calendar, Standard & Mobile Office, Archiving & Back-ups, NetMeeting, Livelink, Live Meeting? and Microsoft
  Office Applications.

   

  Nov 2010 to Feb 2011 she was being given another golden opportunity by ExxonMobil Malaysia to be the lead trainer in the Migration from XME to GME project to train almost 3000 staffs. This training also includes Microsoft Office 2010 and Windows 7.

   

  Academic Qualification

  1999 – Bachelor of Computer Science (Honours) · Computing (Single Major) - USM

  2001 – Master of Science · Distributed Computing - UPM

   

  Working Experience

  - Cybernetics International College of Technology · Lecturer · (June 1999 to May 2002)

  - MARA University of Technology (UiTM Seri Iskandar) · Lecturer · (June 2002 to July 2003)

  - Cosmopoint College of Technology · Lecturer · (September 2005 to March 2006)

  - Iverson Associates SdnBhd · Senior Training Consultant · (March 2006 to February 2011)

  - Info TrekSdnBhd · Senior Training Consultant· (February 2011 to April 2017)

  - Fulltime Senior Training Consultant · (May 2017 to present)

   

  Professional Certification

  - Microsoft Certified Application Specialist for Office Excel 2007

  - Microsoft Certified Application Specialist for Office PowerPoint 2007

  - Microsoft Certified Application Specialist for Office Word 2007

  - Microsoft Office Specialist for Office Excel 2016

  - Microsoft Office Specialist for Office Word 2016

  - PSMB Certified Trainer

   

   

  (SBL Khas / HRD Corp Claimable Course)

  TRAINING FEE
  14 hours Remote Online Training (Via Zoom) RM 1,296.00/pax     (excluded 8% SST)	2 days Face-to-Face Training (Physical Training) RM 1,850.00/pax     (excluded 8% SST)
  Group Registration: Register 3 participants from the same organization, the 4th participant is FREE. (Buy 3 Get 1 Free) if Register before 7 Jan 2025. Please act fast to grab your favourite training program!

    

  We hope you find it informative and interesting and we look forward to seeing you soon.

  Please act fast to grab your favorite training program! Please call 012-588 2728

  or email to pearl-otc@outlook.com

   

  Do forward this email to all your friends and colleagues who might be interested to attend these programs

   

  If you would like to unsubscribe from our email list at any time, please simply reply to the e-mail and type Unsubscribe in the subject area.

  We will remove your name from the list and you will not receive any additional e-mail

   

   

  Thanks 

  Regards

  Pearl

  ---

  by "pearl@otcmsb.com.my" <pearl@otcmsb.com.my> - 03:54 - 12 Dec 2024

• What a decade of research reveals about gender diversity at work

  Only McKinsey Perspectives

  Who’s held back the most? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Supporting women at work In the news • Being capable and caring. In the workplace, women frequently feel compelled to choose between being likable and being assertive. But women who integrate both traits demonstrate their ability to cooperate and get results—thus enabling them to earn status and respect, a business school professor says in Harvard Business Review. In salary negotiations, for example, managers tend to admire employees who show that they care for others, as displays of warmth can build trust between colleagues. [HBR] • Extensive biases. When women aim to advance into leadership roles, they often encounter a range of negative attitudes that can hold them back. According to CBS News, new research in Human Resource Development Quarterly unveils the extent of what women are up against. From their accent and age to their body size and marital status, women are judged on 30 kinds of “identity factors,” many of which describe personal characteristics that aren’t related to actual job performance. [CBS] “Right now, the data shows that [women] won’t get to parity until two generations ahead, conservatively. That’s 50 years.” On McKinsey.com • A concerning trend. McKinsey’s latest Women in the Workplace report, conducted in partnership with LeanIn.Org, marks a decade of research finding that making progress is difficult—and slow. Women are still a long way off from achieving parity with men; they remain underrepresented both in C-suite roles and across the corporate pipeline, even at the start of their careers. Yet for the first time in ten years, “companies are starting to step back from their commitment” to improve the experience of women at work, McKinsey senior partners Alexis Krivkovich and Lareina Yee reveal on a recent episode of The McKinsey Podcast. • Barriers to promotion. Women of color face particularly steep barriers to advancement, explains Krivkovich. “This year, Latinas face the least equity in their attempt to advance into manager seats that we’ve ever seen. For every 100 men, 65 Latina women get that first step up to manager,” she shares. Moreover, Latinas represent just 1.4% of C-suite roles. Listen to the full discussion for practical tips on how to be an ally to women—and to all types of diverse talent—at work. See the research on women at work —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:10 - 12 Dec 2024

• 🎉 Slack data residency is now available for Singapore

  Meet corporate policies or compliance requirements for data residency

  Hi Md Abul, Salesforce and Slack are committed to meeting your data, compliance, and security requirements. Which is why we are excited to announce that Slack data residency is now available for Singapore. This is an important development for many regulated industries and public sector organisations, and is relevant for any organisation that wants to keep their data within the country. Slack is where work happens for millions, every day. It’s the conversational interface for Salesforce that will help you to: Empower your people with agent-powered productivity in one work OS Take action with connected CRM data where your teams work Drive growth for every line of business from Slack 🚀 Ready to get started with Slack? Contact our Sales team to learn more, and know that your data can be stored in Singapore if that’s a requirement of your organisation. set up data residency for your organisation. To learn more about security at Slack, including data residency, visit Security at Slack page. Contact sales Kind regards, Slack from Salesforce

  © 2024 Salesforce, Inc. Salesforce.com Singapore Pte Ltd. 5 Temasek Boulevard #13-01 Suntec Tower 5 Singapore 038985 General Inquiries: +65 6302 5700 | Fax: +65 6302 5777 | Sales: 800 1301 448 (Singapore), 800 967 655 (Hong Kong), +65 6302 5700 (Intl)     This email was sent to info@learn.odoo.com Manage Preferences to Unsubscribe | View as webpage | Privacy Statement Powered by Salesforce Marketing Cloud

                                                             

  

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  by "Salesforce" <salesforce@mail.salesforce.com> - 09:01 - 11 Dec 2024

• A gift for you on National App Day

  On National App Day, discover what the McKinsey Insights app can do for you. ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   This National App Day, we invite you to experience the future of personalized business insights with the McKinsey Insights app. Our new “For You” feature is designed to revolutionize how you stay informed and to save you precious time.  Why settle for an overload of information when you can have it tailored instead? With the “For You” feature, simply select topics that matter most to you—be it Generative AI, Strategy, Marketing, or any of 20+ industries. Our app uniquely curates a content feed personalized just for you, ensuring you’re always ahead with the insights that impact your world. This means no more sifting through anything irrelevant—get exactly what you want and only what you want.  Additionally, opt in for push notifications and be the first to know when new articles, reports, or podcasts on your chosen topics are available. Best of all, the McKinsey Insights app is already available to you for free with your existing McKinsey.com account. Celebrate National App Day by transforming the way you receive information. Download the app Scan the QR—or learn more here Download it now Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of mckinsey.com. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:36 - 11 Dec 2024

• *Quote Request* Bids #

  Brilliantly,

  
  

  We specialize in estimating all types of construction projects, providing comprehensive labor and material costs in Excel format. By leveraging our expertise, you can save time and gain a competitive edge, increasing your chances of winning contracts.
  
  Send me the plans for a quote if you have any job for us. You may ask for a sample.
  
  Thanks.

  

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  by "San Jose" <sanjoseglobalestimations@gmail.com> - 10:28 - 11 Dec 2024