“It is clearer than ever that we urgently need to take bold actions to counter the global existential threat of climate change and to promote a green economic recovery!
Together, Europe has set an ambitious target of reducing our emissions by 55% compared to 1990 levels. If we are serious about reaching that goal, we governments, businesses and citizens need to think digital.”
Eight ideas on acceleration of the twin transition:
Set ambitious key performance indicators for the twin transition
Promote data cooperation on sustainability
Boost infrastructure & connectivity
Develop international standards for measuring digital enablement and carbon footprint
Increase access to funding for research, development and innovation spending in green technologies
Launch a continent-wide drive for green tech skills
Strengthen the link between digital and green policies
Create sector-specific action plans to facilitate uptake of digital across Europe’s most energy intensive sectors
“Natural disasters and resource scarcity, like limited access to clean water and agricultural land, will lead to security risks and unrest. These challenges are not national but international by nature. It is our common responsibility towards future generations to do what it takes to protect the environment. It is also our common duty to create a strong and competitive European economy, where people have the means to develop and put into practice innovative solutions that we need.”
Got interested? Read the full post from Cecilia Bonefeld-Dahl here .
Much more details on the eight ideas can be read in the report DIGITALEUROPE – download a copy here.
A transition to net-zero emissions would entail much greater demand for electric vehicles. McKinsey analysis shows how the shift could create opportunities and risks for automakers around the world.
Mobility is essential to social interaction, commerce, exploration, and self-expression—and now it must be decarbonized to limit the buildup of physical climate risks. The transition to low-emission mobility requires not just a move away from ICE technologies but also the reengineering of value chains. Coordinated responses by the private and public sectors can ease this transition, so that stakeholders can benefit from the opportunities and weather the risks it will bring. Read the full article here.
A great article from McKinsey on the cloud talents topic …:
Despite a shortage of cloud talent, top companies are finding ways to get past table stakes and build the capabilities needed.
Some actions you should consider …:
Find engineering talent with broad experience and skills
Balance talent maturity levels and team composition
Build an upskilling program that is extensive, mandatory, and focused on need
Build an engineering culture that optimizes the developer experience
Consider using partners to accelerate development, and assign your best cloud leaders as owners
To keep top talent from leaving, focus on what motivates them
Without cloud talent, the value that cloud offers is simply unattainable. Companies can win the war for cloud talent, however, when they combine a clear understanding of what talent they really need, a culture where that talent can thrive, and a commitment to practical changes so they can capture cloud value quickly.
The original post with much, much more very valuable information is here.
Striking the right balance between decentralized functions and centralized control starts with addressing the needs of business units.
Over the past decade, companies have struggled with organizational designs that vary widely in how centralized or decentralized they are across functions. (…) Against this backdrop, McKinsey believes companies need a new approach to set up functions that maximize business value and successfully serve business units. This approach is based on three core beliefs. Keep reading the original post of McKinsey here.
AI and machine-learning tools can enhance strategic planning.
In this episode of the Inside the Strategy Room podcast, McKinsey Insights explores how digital analytics is revolutionizing strategy. Nicholas Northcote, who for years led McKinsey’s research on strategic decision making, is joined by Sagie Davidovich, the cofounder and CEO of SparkBeyond, a McKinsey partner company that operates an AI-driven analytics platform, and Sasha Vesuvala, who leads much of McKinsey’s work in applying advanced analytics to strategy and growth-related questions. To read this edited transcript of the discussion follow this link.
Postpandemic skill gaps need filling, and formal learning alone won’t do the trick. Scaling the lost art of one-on-one learning can make the difference.
Apprenticeship may feel counterintuitive in the face of intense workplace time pressures, but—with some modernizing—it can efficiently unlock the rapid capability building that today’s knowledge-based workforce requires.
Got interested – read the original full post here.
With the rapid rise in circulation of stablecoins over the past couple of years, central banks have stepped up efforts to explore their own stable digital currencies.
Cryptocurrency has been touted for its potential to usher in a new era of financial inclusion and simplified financial services infrastructure globale. To date, however, its high profile has derived more from its status as a potential store of value than as a means of financial exchange. That disconnect is now evolving rapidly with both monetary authorities and private institutions issuing stabilized cryptocurrencies as viable, mainstream payments vehicles.
Companies are struggling to address the problem of employees leaving, and many will continue to struggle for one simple reason: they don’t really understand why their employees are leaving in the first place. Rather than take the time to investigate the true causes of attrition, many companies are jumping to well-intentioned quick fixes that fall flat …
The Great Attrition is happening, it’s widespread and likely to persist—if not accelerate—and many companies don’t understand what’s really going on, despite their best efforts. These companies are making ineffective moves based on faulty assumptions.
Got interested? Please follow this link to the original post!