Podcasts about mckinsey

Scott Keller: CEO Excellence Scott is a senior partner in McKinsey's Southern California office. He co-leads the firm's global CEO Excellence service line and is the author of six books, including the bestseller Beyond Performance. Scott spent his early consulting years working on business strategy and operational topics until his life was turned upside down when his second child was born with profound special needs. After taking time off to attend to his family, Scott returned to McKinsey with the desire to bring the best of psychology, social science, and the study of human potential into the workplace. He is a cofounder of Digital Divide Data and one of a few hundred people in history known to have traveled to every country in the world. His most recent book written with Carolyn Dewar and Vikram Malhotra is titled CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. In this conversation, Scott and I examine McKinsey's research on what the top CEOs do (and avoid) when building great teams. We look at a few of the key mindsets that the best CEOs bring to their organizations — and how teamwork plays into this. Plus, we explore some of the key questions top leaders should ask when determining if it's time to exit someone from the team. Key Points Top leaders staff for both aptitude and attitude. The have an eye to both the short and long term. The most successful CEOs have a mindset of “first team” and expect leaders in the organization to prioritize serving the whole team/organization over any functional area. New CEOs are often known for acting quickly on staffing, but the most successful leaders also temper this with fairness. They use the four questions below to act with both fairness and speed. Top leaders stay connected with people throughout the organization, but also keep some distance. There's a key distinction between being friendly and making friends. The best CEO's ensure that have positively addressed all four questions below before removing somebody: Does the team member know exactly what's expected of them: i.e., what the agenda is and what jobs need to be done to drive that agenda? Have they been given the needed tools and resources, and a chance to build the necessary skills and confidence to use them effectively? Are they surrounded by others (including the CEO) who are aligned on a common direction and who display the desired mindsets and behaviors? Is it clear what the consequences are if they don't get on board and deliver? Resources Mentioned CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest by Carolyn Dewar, Scott Keller, and Vikram Malhotra The Hidden Life of Trees: What They Feel, How They Communicate – Discoveries from a Secret World by Peter Wohlleben Interview Notes Download my interview notes in PDF format (free membership required). Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Allen delivers the 2025 state of the wind industry. For the first time, wind and solar produced more electricity than coal worldwide. The US added 36% more wind capacity than last year, Australia’s market hit $2 billion, and China extended its 25-year streak of double-digit growth. But 2025 also brought challenges: the Trump administration froze offshore wind projects, Britain paid billions to curtail turbines, and global wind growth hit its lowest rate in two decades. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! Allen Hall: 2025, the year the wind industry will never forget. Let me tell you about a year of records and reversals of triumphs and a bunch of turbulence. First, the good news. Renewable energy has done something historic for the first time ever. Wind and solar produce more electricity than coal worldwide. The energy think tank embers as global electricity. Demand grew 2.6% in the first half of the year. Solar generation jumped by 31%, wind rose nearly 8%. Together they covered 83% of all new demand. Coal share of global electricity fell to 33.1%. Renewables rose to 34.3. A [00:01:00]pivotal moment they called it. And in the United States, turbines kept turning wood. McKinsey and the American Clean Power Association report America will add more than seven gigawatts of wind this year. That is 36% more than last year in the five year outlook. 46 gigawatts of new capacity through 2029. Even Arkansas by its first utility scale wind project online through Cordio crossover Wind, the powering market remains strong. 18 projects will drive 2.5 gigawatts of capacity additions over the next three years. And down under the story is equally bright. Australia’s wind energy market reached $2 billion in 2024 by. 2033 is expected to reach $6.7 billion a growth rate of nearly 15% per year. In July, Australian regulators streamlined permitting for wind farms, and in September remote mining operations signed [00:02:00] long-term wind power agreements while the world was building. China was dominating when power output in China is on track for more than 10% growth for the 25th year in a row. That’s right, 25 years in a row. China now accounts for more than 41% of all global wind power production a record. And China’s wind component exports up more than 20%. This year, over $4 billion shipped mainly to Europe and Asia, but 2025 was not smooth sailing, as we all know. In fact, global wind generation is on track for its smallest growth rate in more than 20 years. Four straight months of year over year. Declines in Europe, five months of declines in North America and even Asia registered rare drops in September and October. The policy wind shifted too in the United States. The Trump administration froze offshore wind project work in the Atlantic. The interior [00:03:00] Department directed five large scale projects off the East Coast to suspend activities for at least 90 days. The Bureau of Ocean Energy Management cited classified national security information. That’s right. Classified information. Sure. Kirk Lippold, the former commander of the USS Coal. Ask the question on everyone’s mind. What has changed in the threat environment? Through his knowledge, nothing. Democratic. Governors of Connecticut, Rhode Island, Massachusetts, and New York issued a joint statement. They called the pause, a lump of dirty coal for the holiday season, for American workers, for consumers, for investors. Meanwhile, in Britain, another kind of problem emerged the cost of turning off wind farms when the grid cannot cope, hit 1.5 billion pounds. This year, octopus Energy, Britain’s biggest household supplier is tracking it payments to Wind farms to switch off 380 [00:04:00]million pounds. The cost of replacing that wasted power with. Gas 1.08 billion pounds. Sam Richards of Britain remade called it a catastrophic failure of the energy system. Households are paying the price. He said, we are throwing away British generated electricity and firing up expensive gas plants instead. In Europe, the string of dismal wind power auctions also continued some in Germany and Denmark received no bids at all. Key developers pushed for faster permitting and better auction terms. Orsted and Vestas led the charge. And in Japan soaring cost estimates cause Mitsubishi to pull out of three offshore projects. Projects that were slated to start operations by 2030. Gone. The Danish shore Adapting Ted, the world’s largest offshore wind developer sold a 55% stake in its greater Chiang two offshore Wind Farm in Taiwan. The Buyer [00:05:00] Life Insurance Company Cafe, the price around $789 million. With that deal, Ted has signed divestments, totaling 33 billion Danish crowns during 2025. The company is trying to restore investor confidence amid rising costs, supply chain disruptions, and uncertainty from American policy shifts. Meanwhile, the International Energy Agency is sounding the alarm director, Fadi Beal says Solar will account for 80% of renewable capacity growth through the end of the decade. And that sounds about right. So it’s got a bunch of catch up to do, but policymakers need to pay close attention. Supply chain, security grid integration challenges and the rapid rise of renewables is putting increasing pressure on electricity systems worldwide. Curtailment and negative price events are appearing in more markets, and the agency is calling for urgent [00:06:00] investments in grid energy storage and flexible generation. And what about those tariffs? We keep reading about wood McKenzie projects. Tariffs will drive up American turbine costs in 2026 in total US onshore wind capital expenditure is projected to increase 5% through 2029. US wind turbine pricing is experiencing obviously unprecedented uncertainty. Domestic manufacturing over capacity would normally push down prices, but tariff exposure on raw materials is pushing them up. And that’s by design of course. So where does this leave us? The numbers tell the story. Renewables overtook Coal. America will install 36% more turbines. This year, Australia’s market is booming. China continues. Its 25 year streak of double digit growth, but wind generation growth worldwide is at its lowest in two decades. And policy reversals in America have stalled. [00:07:00] Offshore development and Britain is paying billions to turn off turbines because the grid cannot handle the power. Europe’s auctions are struggling and Japan’s developers are pulling back and yet. The turbines keep turning. You see, wind energy has had good years and bad years, but 20 25, 20 25 may be one of the worst. The toxic Stew Reuters called it major policy reversals, corporate upheaval, subpar generation in key markets, and yet the industry sees reasons to expect improvement changes to auction incentives, supply chain adjustments, growing demand for power from all sources. The sheer scale of China’s expansion means global wind production will likely keep hitting new highs, even if growth grinds to a halt in America, even if it stays weak. In Europe, 2025 was a year of records and reversals. The thing to remember through all of this [00:08:00] is wind power is low cost power. It is not a nascent industry. And it is time to deliver more electricity, more consistency. Everyone within the sound of my voice is making a difference. Keep it up. You are changing the future for the better. 2025 was a rough year and I’m looking forward to 2026 and that’s the state of the wind industry for December 29th, 2025. Have a great new year.

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

เคล็ดลับการบริหารงานระดับโลกจาก McKinsey #6

เคล็ดลับการขึ้นเป็นผู้นำระดับโลกจาก McKinsey #6

As AI becomes increasingly prevalent, many companies are exploring ways to leverage the technology to enhance strategic effectiveness. However, the real advantage lies not simply in the tools themselves, but in how organizations use their existing data - from historical performance and operational efficiency to market expansion potential. When integrated effectively, AI can offer deeper insights into opportunities and challenges, while a clear understanding of the business remains essential to success.AI tools are most powerful when combined with human judgment. While AI can accelerate processes and improve analytical accuracy, strategic decision-making, creativity, and organizational alignment continue to rely on human thinking. It is the synergy between AI and human intelligence that enables a more holistic and sustainable approach to strategy.Listen to Mr. Bruce Delteil, Lead of Asia Strategy Service Line, McKinsey & Company, in episode 372 of the Vietnam Innovators podcast, as he shares insights on how organizations can harness AI and data to strengthen strategic development in today's business environment.____Listen to this episode on YouTubeAnd explore many amazing articles about the pioneers at: https://vietcetera.com/vn/bo-suu-tap/vietnam-innovatorFeel free to leave any questions or invitations for business cooperation at hello@vni-digest.com

เคล็ดลับการบริหารงานแบบ CEO ระดับโลกแบบ McKinsey #6

In 2025, AI is reshaping the COO's mandate across Asia, shifting focus from process efficiency to strategic orchestration. According to McKinsey (2024), 68% of APAC operations leaders report AI-driven automation freeing up 20–30% of planning capacity, enabling greater emphasis on resilience and innovation. Accenture highlights that AI-powered predictive operations are now table stakes in manufacturing and logistics hubs like Vietnam and Singapore. However, Gartner cautions that only 35% of Asian firms have mature data governance to support enterprise AI at scale. For COOs, the imperative is clear: integrate AI into core operational workflows while navigating talent gaps and ethical AI frameworks unique to Asia's fragmented regulatory landscape.Questions1.       Define AI as viewed from the perspective of the COO.2.       How is AI redefining the strategic scope of the COO beyond traditional operational efficiency in Asian organisations? 3.       In organisations where CEOs increasingly own AI strategy in Asia Pacific, how can COOs ensure day-to-day operations, processes, and KPIs stay tightly aligned with that strategy, including their role in cross-functional AI governance and enterprise-wide AI scaling? 4.       Which high-value operational domains (e.g. supply chain, customer operations, risk and compliance, manufacturing, warehousing, etc) in Asia offer the greatest near-term returns from generative and agentic AI, and how should COOs prioritise them, including which industries are leading in AI-driven operational transformation? 5.       What new operating models are emerging as AI blurs the lines between planning, execution, and decision-making, and how should the COO mandate evolve when AI and automation become core to the business model in Asian markets? 6.       How can COOs redesign operating models to integrate “digital labour” and AI agents alongside human teams, including how leading Asian firms are reskilling operations talent to work effectively alongside AI systems while addressing employee job-fear and skills gaps? 7.       What new leadership, data, and AI literacy capabilities must operations leaders and middle management in Asia develop to manage AI-augmented teams effectively? 8.       What governance frameworks are needed for responsible and ethical AI use in operations, ensuring alignment with Asia's diverse regulatory and ethical standards on data privacy, security, model risk, transparency, fairness, and brand trust? 9.       What metrics beyond cost savings should COOs adopt to measure AI's impact on resilience, service quality, growth, and overall business value in Asia's volatile markets? 10.   How should COOs structure partnerships with consulting firms and technology providers to accelerate AI-enabled operations without creating long-term vendor lock-in? 11.   Given constrained budgets and competing priorities for 2026, what capital allocation and business case criteria should COOs apply to scale AI in operations while avoiding hype-driven investments, addressing pressing data governance and infrastructure gaps?12.   What is Teceze?13.   What i

เคล็ดลับการเป็นผู้นำระดับโลกจาก McKinsey#5

As 2025 draws to a close, we're replaying some of the show's standout conversations from this year. This episode with James Kerr remains one of the most thought-provoking discussions. Whether you're hearing it for the first time or revisiting the insights, there's plenty here to fuel your leadership thinking as we head into the new year.James Kerr is a writer, coach, and consultant who specialises in leadership, culture and mindset in high-performing teams. His global bestseller, 'Legacy' has been described by The Daily Telegraph as “the modern version of Vince Lombardi's guides to coaching”, saying that "for those searching for genuine keys to team culture, it is manna from heaven".James has worked with Tier One Special Forces, the English Premier League, international cricket, Formula One, America's Cup, Major League Baseball, and Olympic pathways. He has guest lectured at Westpoint Military Academy, Sandhurst and Eton College and written for the BBC, Independent, Times and Guardian. His corporate clients have included Google, Spotify, Goldman Sachs, McKinsey & Co, Adidas, and Arc'teryx.In this frank discussion, Dominic explores the synergy between individual leadership and collective vision, and the critical role of cultural evolution in maintaining relevance and potency. James shares how the iconic “Sweeping the Shed” mantra, revolutionised team culture at the All Blacks, and how these principles can be applied beyond the rugby field into business and everyday life.DiscoverThe Role of Values in Sustainable Success: By embracing values such as humility, responsibility, and respect, the All Blacks created a foundation for long-term success, demonstrating that values-driven cultures outperform talent-driven ones.The Power of Rituals and Symbols: The enduring significance of the Haka demonstrates how rituals and symbols can reinforce identity, unity, and purpose within a team.Leadership Across Domains: The principles of leadership and cultural excellence are universal and can be applied across diverse fields, demonstrated by James' work in sports, military, and business.Neuroscience and Leadership: The interplay between neuroscience and performance underpins how understanding the brain's responses to fear and confidence can inspire leaders to strike a balance between challenges and support, fostering growth and accountability.Connect with James - https://www.linkedin.com/in/james-kerr-09a70bbConnect with Dominic - https://www.linkedin.com/in/dominicmonkhouseBook recommendations:Viktor Frankl - Man's Search For Meaning - https://www.penguin.co.uk/books/347571/mans-search-for-meaning-by-viktor-e-frankl/9781846046384Daniel Kahneman - Thinking, Fast and Slow - https://www.penguin.co.uk/books/56314/thinking-fast-and-slow-by-kahneman-daniel/9780141033570Daniel Coyle - The Culture Code - https://danielcoyle.com/the-culture-code/Jim Collins - Good To Great - https://www.jimcollins.com/article_topics/articles/good-to-great.html#articletopJames' book Legacy is out now - https://danielcoyle.com/the-culture-code/Dominic's book Mind Your F**king Business is out now - https://www.monkhouseandcompany.com/mind-your-fking-business/--------Sign up to receive our weekly Curious Leadership newsletter: https://subscribe.monkhouseandcompany.comFollow Dominic on LinkedIn: https://www.linkedin.com/in/dominicmonkhouse

Jason Hackett (former McKinsey, marketing + customer experience expert) joins R. Kenner French for a fast, no-fluff conversation on how to grow a business by focusing less on the business owner and more on the customer. His #1 advice for solopreneurs and big companies: remove ego from the equation. Treat the customer as the real boss, and lead with what can be given—value first—before expecting anything in return.They connect this idea to Kenner's community at VastSolutionsGroup.com. Jason explains that a community's business upside should be treated as a dividend, not the main goal. The main goal must be consistent value delivery—useful information, real help, and a reason for members to keep showing up. The takeaway: stop trying to “extract” from the community and start building something people would gladly stay in because it genuinely helps them.When Kenner asks how to boost engagement (since the community is still new and quiet), Jason offers three practical plays: (1) create “tentpole” events that pull attention (big-name guests, even if not scalable), (2) run meaningful AMAs on high-interest topics (tax strategies, AI infrastructure, business-building questions), and (3) the most scalable option—let community members lead. Community is not one-to-many broadcasting; it's peer-to-peer. Bring members in to share, teach, and answer questions so the group becomes a real resource network.They also talk about marketing for real estate agents and why “property features” aren't the real message—real estate is an enabler, not the end goal. For commercial, agents should focus on the client's business outcomes and how real estate strategy can minimize costs and prevent the “biggest albatross” on the P&L from crushing a business. For residential, it's about lifestyle fit—helping families choose what supports real life goals, not just the biggest house or the flashiest location.The conversation shifts to SEO vs. AEO (Ask Engine Optimization). AEO is framed as the natural evolution as people move from search boxes to asking nuanced questions in ChatGPT/Claude/Perplexity. The warning: don't abandon SEO overnight—build the AEO muscle gradually, measure results, and scale it over time. The clean framework they land on is simple and memorable: Social media gets attention, community turns attention into intention, and live events convert intention into execution and retention.Takeaways•Take the 'I' out of the equation; focus on the customer.• Community engagement should be about adding value.• Real estate should be viewed as an enabling function.• Building connections within a community is vital.• Social media is essential for gaining attention.• Live events are crucial for converting interest into action.• Transparency in collaboration fosters trust among agents.• AEO is the future of digital marketing.• Business owners should allocate time to learn new marketing strategies.• Attention is the new currency in business.Sound Bites• Real estate is an enabling function.• The new currency is attention.• Social media gets your attention.Listen & Subscribe for More:

This week we talk about energy consumption, pollution, and bipartisan issues.We also discuss local politics, data center costs, and the Magnificent 7 tech companies.Recommended Book: Against the Machine by Paul KingsnorthTranscriptIn 2024, the International Energy Agency estimated that data centers consumed about 1.5% of all electricity generated, globally, that year. It went on to project that energy consumption by data centers could double by 2030, though other estimates are higher, due to the ballooning of investment in AI-focused data centers by some of the world's largest tech companies.There are all sorts of data centers that serve all kinds of purposes, and they've been around since the mid-20th century, since the development of general purposes digital computers, like the 1945 Electronic Numerical Integrator and Computer, or ENIAC, which was programmable and reprogrammable, and used to study, among other things, the feasibility of thermonuclear weapons.ENIAC was built on the campus of the University of Pennsylvania and cost just shy of $500,000, which in today's money would be around $7 million. It was able to do calculators about a thousand times faster than other, electro-mechanical calculators that were available at the time, and was thus considered to be a pretty big deal, making some types of calculation that were previously not feasible, not only feasible, but casually accomplishable.This general model of building big-old computers at a center location was the way of things, on a practical level, until the dawn of personal computers in the 1980s. The mainframe-terminal setup that dominated until then necessitated that the huge, cumbersome computing hardware was all located in a big room somewhere, and then the terminal devices were points of access that allowed people to tap into those centralized resources.Microcomputers of the sort of a person might have in their home changed that dynamic, but the dawn of the internet reintroduced something similar, allowing folks to have a computer at home or at their desk, which has its own resources, but to then tap into other microcomputers, and to still other larger, more powerful computers across internet connections. Going on the web and visiting a website is basically just that: connecting to another computer somewhere, that distant device storing the website data on its hard drive and sending the results to your probably less-powerful device, at home or work.In the late-90s and early 2000s, this dynamic evolved still further, those far-off machines doing more and more heavy-lifting to create more and more sophisticated online experiences. This manifested as websites that were malleable and editable by the end-user—part of the so-called Web 2.0 experience, which allowed for comments and chat rooms and the uploading of images to those sites, based at those far off machines—and then as streaming video and music, and proto-versions of social networks became a thing, these channels connecting personal devices to more powerful, far-off devices needed more bandwidth, because more and more work was being done by those powerful, centrally located computers, so that the results could be distributed via the internet to all those personal computers and, increasingly, other devices like phones and tablets.Modern data centers do a lot of the same work as those earlier iterations, though increasingly they do a whole lot more heavy-lifting labor, as well. They've got hardware capable of, for instance, playing the most high-end video games at the highest settings, and then sending, frame by frame, the output of said video games to a weaker device, someone's phone or comparably low-end computer, at home, allowing the user of those weaker devices to play those games, their keyboard or controller inputs sent to the data center fast enough that they can control what's happening and see the result on their own screen in less than the blink of an eye.This is also what allows folks to store backups on cloud servers, big hard drives located in such facilities, and it's what allows the current AI boom to function—all the expensive computers and their high-end chips located at enormous data centers with sophisticated cooling systems and high-throughput cables that allow folks around the world to tap into their AI models, interact with them, have them do heavy-lifting for them, and then those computers at these data centers send all that information back out into the world, to their devices, even if those devices are underpowered and could never do that same kind of work on their own.What I'd like to talk about today are data centers, the enormous boom in their construction, and how these things are becoming a surprise hot button political issue pretty much everywhere.—As of early 2024, the US was host to nearly 5,400 data centers sprawled across the country. That's more than any other nation, and that number is growing quickly as those aforementioned enormous tech companies, including the Magnificent 7 tech companies, Nvidia, Apple, Alphabet, Microsoft, Amazon, Meta, and Tesla, which have a combined market cap of about $21.7 trillion as of mid-December 2025, which is about two-thirds of the US's total GDP for the year, and which is more than the European Union's total GDP, which weighs in at around $19.4 trillion, as of October 2025—as they splurge on more and more of them.These aren't the only companies building data centers at breakneck speed—there are quite a few competitors in China doing the same, for instance—but they're putting up the lion's share of resources for this sort of infrastructure right now, in part because they anticipate a whole lot of near-future demand for AI services, and those services require just a silly amount of processing power, which itself requires a silly amount of monetary investment and electricity, but also because, first, there aren't a lot of moats, meaning protective, defensive assets in this industry, as is evidenced by their continual leapfrogging of each other, and the notion that a lot of what they're doing, today, will probably become commodity services in not too long, rather than high-end services people and businesses will be inclined to pay big money for, and second, because there's a suspicion, held by many in this industry, that there's an AI shake-out coming, a bubble pop or bare-minimum a release of air from that bubble, which will probably kill off a huge chunk of the industry, leaving just the largest, too-big-to-fail players still intact, who can then gobble up the rest of the dying industry at a discount.Those who have the infrastructure, who have invested the huge sums of money to build these data centers, basically, will be in a prime position to survive that extinction-level event, in other words. So they're all scrambling to erect these things as quickly as possible, lest they be left behind.That construction, though, is easier said than done.The highest-end chips account for around 70-80% of a modern data center's cost, as these GPUs, graphical processing units that are optimized for AI purposes, like Nvidia's Blackwell chips, can cost tens of thousands of dollars apiece, and millions of dollars per rack. There are a lot of racks of such chips in these data centers, and the total cost of a large-scale AI-optimized data center is often somewhere between $35 and $60 billion.A recent estimate by McKinsey suggests that by 2030, data center investment will need to be around $6.7 trillion a year just to keep up the pace and meet demand for compute power. That's demand from these tech companies, I should say—there's a big debate about where there's sufficient demand from consumers of AI products, and whether these tech companies are trying to create such demand from whole cloth, to justify heightened valuations, and thus to continue goosing their market caps, which in turn enriches those at the top of these companies.That said, it's a fair bet that for at least a few more years this influx in investment will continue, and that means pumping out more of these data centers.But building these sorts of facilities isn't just expensive, it's also regulatorily complex. There are smaller facilities, akin to ENIAC's campus location, back in the day, but a lot of them—because of the economies of scale inherent in building a lot of this stuff all at once, all in the same place—are enormous, a single data center facility covering thousands of acres and consuming a whole lot of power to keep all of those computers with their high-end chips running 24/7.Previous data centers from the pre-AI era tended to consume in the neighborhood of 30MW of energy, but the baseline now is closer to 200MW. The largest contemporary data centers consume 1GW of electricity, which is about the size of a small city's power grid—that's a city of maybe 500,000-750,000 people, though of course climate, industry, and other variables determine the exact energy requirements of a city—and they're expected to just get larger and more resource-intensive from here.This has resulted in panic and pullbacks in some areas. In Dublin, for instance, the government has stopped issuing new grid connections for data centers until 2028, as it's estimated that data centers will account for 28% of Ireland's power use by 2031, already.Some of these big tech companies have read the writing on the wall, and are either making deals to reactivate aging power plants—nuclear, gas, coal, whatever they can get—or are saying they'll build new ones to offset the impact on the local power grid.And that impact can be significant. In addition to the health and pollution issues caused by some of the sites—in Memphis, for instance, where Elon Musk's company, xAI, built a huge data center to help power his AI chatbot, Grok, the company is operating 35 unpermitted gas turbines, which it says are temporary, but which have been exacerbating locals' health issues and particulate numbers—in addition to those issues, energy prices across the US are up 6.9% year over year as of December 2025, which is much higher than overall inflation. Those costs are expected to increase still further as data centers claim more of the finite energy available on these grids, which in turn means less available for everyone else, and that scarcity, because of supply and demand, increases the cost of that remaining energy.As a consequence of these issues, and what's broadly being seen as casual overstepping of laws and regulations by these companies, which often funnel a lot of money to local politicians to help smooth the path for their construction ambitions, there are bipartisan efforts around the world to halt construction on these things, locals saying the claimed benefits, like jobs, don't actually make sense—as construction jobs will be temporary, and the data centers themselves don't require many human maintainers or operators, and because they consume all that energy, in some cases might consume a bunch of water—possibly not as much as other grand-scale developments, like golf courses, but still—and they tend to generate a bunch of low-level, at times harmful background noise, can create a bunch of local pollution, and in general take up a bunch of space without giving any real benefit to the locals.Interestingly, this is one of the few truly bipartisan issues that seems to be persisting in the United States, at a moment in which it's often difficult to find things Republicans and Democrats can agree on, and that's seemingly because it's not just a ‘big companies led by untouchable rich people stomping around in often poorer communities and taking what they want' sort of issue, it's also an affordability issue, because the installation of these things seems to already be pushing prices higher—when the price of energy goes up, the price of just about everything goes up—and it seems likely to push prices even higher in the coming years.We'll see to what degree this influences politics and platforms moving forward, but some local politicians in particular are already making hay by using antagonism toward the construction of new data centers a part of their policy and campaign promises, and considering the speed at which these things are being constructed, and the slow build of resistance toward them, it's also an issue that could persist through the US congressional election in 2026, to the subsequent presidential election in 2028.Show Noteshttps://www.wired.com/story/opposed-to-data-centers-the-working-families-party-wants-you-to-run-for-office/https://finance.yahoo.com/news/without-data-centers-gdp-growth-171546326.htmlhttps://time.com/7308925/elon-musk-memphis-ai-data-center/https://wreg.com/news/new-details-on-152m-data-center-planned-in-memphis/https://www.politico.com/news/2025/05/06/elon-musk-xai-memphis-gas-turbines-air-pollution-permits-00317582https://www.datacenterwatch.org/reporthttps://www.govtech.com/products/kent-county-mich-cancels-data-center-meeting-due-to-crowdhttps://www.woodtv.com/news/kent-county/gaines-township-planning-commission-to-hold-hearing-on-data-center-rezoning/https://www.theverge.com/science/841169/ai-data-center-oppositionhttps://www.iea.org/reports/energy-and-ai/energy-demand-from-aihttps://www.cbre.com/insights/reports/global-data-center-trends-2025https://www.phoenixnewtimes.com/news/chandler-city-council-unanimously-kills-sinema-backed-data-center-40628102/https://www.mlive.com/news/ann-arbor/2025/11/rural-michigan-fights-back-how-riled-up-residents-are-challenging-big-tech-data-centers.html?outputType=amphttps://www.courthousenews.com/nonprofit-sues-to-block-165-billion-openai-data-center-in-rural-new-mexico/https://www.datacenterdynamics.com/en/news/microsoft-cancels-plans-for-data-center-caledonia-wisconsin/https://www.cnbc.com/2025/11/25/microsoft-ai-data-center-rejection-vs-support.htmlhttps://www.wpr.org/news/microsoft-caledonia-data-center-site-ozaukee-countyhttps://thehill.com/opinion/robbys-radar/5655111-bernie-sanders-data-center-moratorium/https://www.investopedia.com/magnificent-seven-stocks-8402262https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/the-cost-of-compute-a-7-trillion-dollar-race-to-scale-data-centershttps://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/ai-power-expanding-data-center-capacity-to-meet-growing-demandhttps://www.marketplace.org/story/2025/12/19/are-energyhungry-data-centers-causing-electric-bills-to-go-uphttps://en.wikipedia.org/wiki/Data_centerhttps://en.wikipedia.org/wiki/ENIAC This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

"Stop Trying to Make Lean a Thing!" In this electric conversation with Spitfire Coach Lauren LeMunyan, Santana Inniss shares The Glow Initiative's mission to close the access gap in coaching for women and the nonprofits that serve them. Together they break down The Women in the Workplace 2025 report from McKinsey and Lean In and its problematic language, the myth of the so-called "ambition gap," and the uncomfortable truth about how the coaching industry mirrors broken corporate systems. If you're ready to shift from performative allyship to actual change, this episode is your playbook.

Traditional case competitions are boring theater—companies toss out fake problems, students present cookie-cutter solutions nobody uses. The Ken flipped the script. It revealed something interesting: no company is safe anymore. Students attacked more than a 100 incumbents—from McKinsey to temple economies—and built working prototypes showing exactly how they'd do it. The insight? AI hasn't just lowered the cost of building to near-zero; it's fundamentally changed who can be a disruptor. Even established companies know this. Some volunteered as targets, desperate to understand how the next generation thinks. When anyone can build anything, disruption isn't a question of if—it's already happening.Check out the solutions here: https://the-ken.com/case-competition-2025/submissions/Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Send us a textEpisode 142 of the Joint Dynamics Podcast JD host Andrew Cox | Joint Dynamics features Mariano García-Valiño. Mariano is a four-time health-tech entrepreneur and CEO of Axenya, a company revolutionizing healthcare with AI, advanced software, data science, and human-centered support. Mariano has led the creation, scaling, and exit of major companies including a $9 billion sale and a $1 billion IPO, with earlier roles at Pfizer, Lilly, McKinsey, and global investment firms. Beyond his business acumen, Mariano supports his drive and innovative mindset via his dedication to meditation and his work as an experimental art photographer, blending creativity and mindfulness to fuel his leadership. He is also the Amazon #1 bestselling author of "INEDIBLE," which explores why healthcare lags in technology adoption and how to fix it. Mariano holds an Engineering degree from Universidad de Buenos Aires and an MBA from Harvard Business School earned on a Fulbright Scholarship, underscoring his diverse expertise in entrepreneurship, technology, and human-centered innovation.Quick recap*Show sponsor is Muvitality Medicinal Mushrooms for modern day health and wellness | Mu …Go to muvitality.com and use the code JD10 to receive a 10% discount on your purchase of Mu Functional mushrooms such as Lions Mane, Cordyceps, Chaga, Reishi, and Turkey tail functional mushroomsEnjoyHere are some useful links for this podcastMariano's Book - Software is eating the world, yet healthcare remains INEDIBLE: How to Build the Modern, Tech-Enabled, Healthcare Experience - https://www.amazon.com/Software-eating-healthcare-remains-INEDIBLE-ebook/dp/B0FVGLQ1QF?ref_=ast_author_dp&th=1&psc=1www.mgarciavalino.comRelevant episodesEpisode 122 - Dr Christine Houghton on Genetics, Nutritional Biochemistry & Sulforaphane https://podcasts.apple.com/hk/podcast/episode-122-dr-christine-houghton-on-genetics-nutritional/id1527374894?i=1000699475907JOINT DYNAMICS links:Joint Dynamics Facebook - https://www.facebook.com/JointDynamicsHongKong/Joint Dynamics Instagram -https://www.instagram.com/jointdynamics/Joint Dynamics Youtube - https://www.youtube.com/channel/UCRQZplKxZMSvtc6LxM5WckwJoint Dynamics Website - www.jointdynamics.com.hk Host - Andrew Cox - https://www.jointdynamics.com.hk/the-team/trainers/andrew-cox

เคล็ดลับการเป็นผู้นำระดับโลกจาก McKinsey #3

AI personalization crosses the line when customers can't understand why they're receiving specific treatments. Kathryn Rathje, Partner at McKinsey, explains how marketers often expose too much data instead of focusing on relevance. She discusses the value exchange principle for ethical personalization and why context matters more than data volume. The conversation covers dynamic billboard targeting, spectrum-based personalization approaches, and avoiding the "mad libs of data" trap that makes AI-driven outreach feel invasive rather than helpful.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

AI personalization crosses the line when customers can't understand why they're receiving specific treatments. Kathryn Rathje, Partner at McKinsey, explains how marketers often expose too much data instead of focusing on relevance. She discusses the value exchange principle for ethical personalization and why context matters more than data volume. The conversation covers dynamic billboard targeting, spectrum-based personalization approaches, and avoiding the "mad libs of data" trap that makes AI-driven outreach feel invasive rather than helpful.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

About Madhu Pawar:Madhu Pawar is a board director and cross-disciplinary technology leader operating at the intersection of healthcare, data, and product innovation. She serves on the Board of Directors at Talkspace (NASDAQ: TALK) and is the Chief Product Officer for Optum Insight, where she drives product strategy and platform innovation across UnitedHealth Group's most critical assets. Prior to Optum, she spent over six years at Google leading the global SMB Ads product ecosystem—overseeing AI-driven insights platforms, multi-billion-dollar revenue lines, and large-scale engineering, product, and operations teams across multiple continents. Madhu also teaches consumer analytics in healthcare as an adjunct professor at Carnegie Mellon University. Earlier in her career, she was a partner in McKinsey's Global Healthcare Practice, where she built and scaled technology and services businesses for payers, providers, and fast-growth health companies. She began her career in software engineering at Hewlett-Packard Labs, earning patents in authentication and location-aware computing, followed by roles at PwC in security and technology. Madhu holds graduate degrees from Stanford School of Medicine and Carnegie Mellon University and a bachelor's in computer engineering from Nanyang Technological University.Things You'll Learn:Real-time data exchange between payers and providers can significantly reduce the confusion, delays, and costs associated with today's claims processes. AI-enabled reasoning over contracts and encounters improves accuracy from the start.Optum Real aims to bridge the transparency gap by connecting stakeholders through a multi-party hub, enabling real-time understanding of coverage and reimbursement. Early pilots show tangible reductions in denials and improved patient clarity.The majority of first-time denied claims are avoidable, signaling an industry-wide opportunity to remove unnecessary rework. Solving this problem increases efficiency for providers, payers, and patients.Real-time intelligence opens the door for more effective value-based care arrangements. When providers can see financial implications instantly, incentives align more naturally.The long-term vision includes real-time payment flows, AI-driven clinical decision support, and improved patient engagement. Breaking down paper-based silos will unlock entirely new use cases at scale.Resources:Connect with and follow Madhu Pawar on LinkedIn.Follow Optum on LinkedIn and visit their website.

New research from McKinsey and Lean In has found women “want promotions less”, meanwhile, Zoe Ball is making headlines for leaning out to spend time with her family. Do we need to reframe how we view female ambition? Helen asks Anushka Kalyanpur DeLuca of Nannies & More and leadership expert Constanze Munz. Meanwhile, as new data from Betterhomes shows nearly 60 percent of UAE residents now plan to stay for over a decade, KCA’s Alex Elander-Phoenix explains how to foster a sense of belonging for our kids, their schools and our communities. Plus, Principal Lisa is on hand for an early-years parenting clinic…See omnystudio.com/listener for privacy information.

Marketing leadership faces a critical skills gap in data-driven strategy execution. Kathryn Rathje, Partner at McKinsey's Growth, Marketing & Sales Practice, specializes in sustainable growth transformations for consumer brands. She discusses combining quantitative analytics with creative marketing approaches to deliver personalized customer value. The conversation covers data-driven marketing evolution since 2009 and frameworks for making marketing a strategic champion within organizations.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week's podcast is about the likely impact of agents on ecommerce. And specifically on tourism.You can listen to this podcast here, which has the slides and graphics mentioned. Also available at iTunes and Google Podcasts.Here is the link to the TechMoat Consulting.Here is the link to our Tech Tours.Here is the mentioned McKinsey report.----------I am a consultant and keynote speaker on how to accelerate growth with improving customer experiences (CX) and digital moats.I am a partner at TechMoat Consulting, a consulting firm specialized in how to increase growth with improved customer experiences (CX), personalization and other types of customer value. Get in touch here.I am also author of the Moats and Marathons book series, a framework for building and measuring competitive advantages in digital businesses.This content (articles, podcasts, website info) is not investment, legal or tax advice. The information and opinions from me and any guests may be incorrect. The numbers and information may be wrong. The views expressed may no longer be relevant or accurate. This is not investment advice. Investing is risky. Do your own research.Support the show

Marketing leadership faces a critical skills gap in data-driven strategy execution. Kathryn Rathje, Partner at McKinsey's Growth, Marketing & Sales Practice, specializes in sustainable growth transformations for consumer brands. She discusses combining quantitative analytics with creative marketing approaches to deliver personalized customer value. The conversation covers data-driven marketing evolution since 2009 and frameworks for making marketing a strategic champion within organizations.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The Philippines is a fast-growing economy, but it lags its peers in the unbanked rate, with more than four in 10 Filipinos unbanked, according to McKinsey. Many Filipinos use nonbank-provided ewallets, but bank penetration is on the rise since 2020, when the central bank approved a new license type for digital banking, helping the Philippines' traditional banks meet the mobile-first needs of Filipinos. In this episode, Russell Hernandez of UnionDigital Bank provides a unique look into the Philippine banking sector. He also discusses how his mobile-first digital bank tackles account takeover attempts and other frauds through layers of mobile-based and biometric authentication.

เคล็ดลับการเป็นผู้นำระดับโลกจาก McKinsey #2

Marketing leaders are falling into shiny object syndrome instead of building systematic growth strategies. Kathryn Rathje, Partner at McKinsey's Growth, Marketing & Sales Practice, explains how to escape the pilot trap that's plaguing marketing organizations. She outlines a framework for rewiring marketing functions around data and AI fundamentals, distinguishes between one-way and two-way strategic decisions, and shares McKinsey's approach to creating scalable personalization workflows that drive measurable business value.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us a textAI is everywhere in TMT — but in late 2025, the hype is fading and the real question is simple: what's the ROI?Rick Wilmot (ex-McKinsey) sits down with leaders from Bain (Ron Kermisch), Capgemini Invent (Karl Bjurstrom), Strategy& (Dan Hays), and Altman Solon (Gregor Eichler) to unpack what TMT clients want now — and what it takes to win offers in this space.You'll hear what's changing across tech and telecom: the post-hype AI reality check, shifting talent strategy, telco capex monetization pressure, and the growing role of regulation in growth strategy.The panel also gets practical on recruiting: what makes candidates stand out, how to show real depth in TMT, and how to start strong once you land the role.Each firm is hiring now. Click here to see open roles and prep resources to help you land your next offer.Additional Resources:Explore open roles at Altman Solon, Bain, Capgemini Invent, and Strategy&Join Black Belt for personalized coaching, digital assessment practice, and targeted prep to break into education consultingPartner Links:Learn more about NordStellar's Threat Exposure Management Program; unlock 10% off with code SIMPLIFIED-10Listen to the Market Outsiders podcast, the new daily show with the Management Consulted teamConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

Roy Hefer expected a quick coffee. Instead, a “30 minutes” introduction with a newly appointed Lumenis CEO stretched “more than three hours,” he tells us, as they talked through her plan to transform a flat-growth, cash-bleeding medical device company and “ultimately take it public,” he tells us.That conversation marked a shift from theory to ownership. After five years at McKinsey—based out of Tel Aviv, but spending “most of my time abroad,” he tells us—Hefer realized he was “a doer,” he tells us. He loved delivering “an amazing model” and “a very sophisticated framework,” he tells us, but not walking away before execution.At Lumenis, execution became the point. A supply-chain initiative aimed to cut costs by 30%, he tells us; the team “managed to shave, save more than 40% cost,” he tells us. As the company prepared for a NASDAQ IPO in 2014, he tells us, his CFO pulled him closer—and Hefer had what he calls an “aha moment” where he “fell in love with finance,” he tells us, seeing how finance shapes decisions across fundraising, M&A, and expansion, he tells us.Years later, after a second IPO chapter at Hippo Insurance in 2021, he tells us, Hefer chose the CFO path at Perk. There, late 2022 fundraising forced a fork: accept “highly dilutive” capital or pivot toward profitability to become “default alive,” he tells us. For Hefer, that's the job: frame options early, build trust “brick by brick,” he tells us, and let the best decision make itself.

Marketing leaders are falling into shiny object syndrome instead of building systematic growth strategies. Kathryn Rathje, Partner at McKinsey's Growth, Marketing & Sales Practice, explains how to escape the pilot trap that's plaguing marketing organizations. She outlines a framework for rewiring marketing functions around data and AI fundamentals, distinguishes between one-way and two-way strategic decisions, and shares McKinsey's approach to creating scalable personalization workflows that drive measurable business value.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of Tank Talks, Matt Cohen and John Ruffolo break down a pivotal week for Canada's innovation economy. Microsoft's $7.5 billion investment in Canadian AI and cloud infrastructure sets the stage for a deeper discussion about whether foreign hyperscalers can genuinely support Canadian data and AI sovereignty under U.S. laws like the Cloud Act.John challenges the assumption that scale equals sovereignty, arguing for a more intentional strategy built through government procurement, layered infrastructure, and selective partnerships. The episode also examines Canada's new Quantum Champions program and the funding directed toward companies Anyon Systems, Xanadu, Photonic, and Nord Quantique, questioning whether current capital levels are enough to prevent Canadian breakthroughs from moving south.Layoffs across the consulting industry surface broader shifts in knowledge work, as information becomes increasingly commoditized in the age of AI. Matt and John discuss how trust, execution, and implementation are replacing traditional advisory models as the real sources of value. The episode closes with a collision of crypto and legacy power, as stablecoin issuer Tether pursues a controlling stake in Juventus, raising new questions about regulation, asset backing, and trust.As foreign capital pours in and domestic funding lags, how much control does Canada actually retain?Microsoft's $7.5B Canadian AI Investment & the Sovereignty Question (01:04)Microsoft announces a massive investment to expand AI and cloud infrastructure in Canada. Matt and John unpack why foreign capital is welcome, but claims of “sovereign AI” raise serious concerns under the U.S. Cloud Act and data jurisdiction realities.Sovereign Compute Strategy: Procurement Over Promises (04:39)John outlines how Canada could realistically build sovereign compute capacity by breaking the stack into layers, using government procurement to back domestic players, and making intentional choices about allies, chips, and infrastructure.Canada's Quantum Champions Program: A Signal or a Solution? (07:49)The federal government commits funding to four Canadian quantum startups, including Xanadu. The discussion explores whether milestone-based funding is enough or if Canada risks losing its quantum leaders to U.S. capital markets again.Why Canadian Capital Isn't Backing Its Winners (09:04)Xanadu's SPAC decision becomes a case study in Canada's capital formation problem. John explains why strong companies still struggle to raise meaningful domestic capital and what that means for long-term value creation.Consulting Firms Face Layoffs as Demand Shifts (11:36)McKinsey and other professional services firms prepare for significant job cuts. Matt and John discuss overhiring during COVID, slowing demand, and how AI is compressing the value of information-based consulting.The End of the Traditional Consulting Pyramid (14:07)AI-driven efficiency challenges the apprenticeship model. The conversation explores why implementation and trust now matter more than slide decks and why junior-heavy consulting structures may no longer work.Forward-Deployed Engineers & New Service Models (16:17)From Palantir's FDE approach to new AI-enabled services firms, Matt highlights how execution-first models are eroding traditional consulting margins and reshaping enterprise problem-solving.Crypto Meets European Dynasties: Tether & Juventus (19:00)Tether's attempted acquisition of Juventus sparks debate around stablecoin backing, asset quality, and trust. John questions whether a treasury-backed stablecoin should ever be tied to assets like football clubs.Trust as the Core Currency of the AI Era (21:03)The episode closes with a clear takeaway: information is cheap, execution is hard, and trust is everything, from sovereign infrastructure to consulting, investing, and crypto.Connect with John Ruffolo on LinkedIn: https://ca.linkedin.com/in/joruffoloConnect with Matt Cohen on LinkedIn: https://ca.linkedin.com/in/matt-cohen1Visit the Ripple Ventures website: https://www.rippleventures.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

Are you feeling the weight of leadership decisions that seem to pull you away from your core values? You're not alone in wrestling with what it means to lead authentically when the world around us feels increasingly divided and transactional. What happens when kindness becomes your greatest strength, not your weakness? In a year marked by global upheaval, AI transformation, and workplace challenges that have disproportionately affected women, the question of authentic leadership has never been more critical. This reflection episode comes at a time when many executives are facing impossible choices between convenience and character. From ICE raids affecting Venezuelan asylum seekers to the McKinsey study showing gender parity gaps widening, from AI bias in compensation algorithms to the cultural wars targeting women in the workplace. The stakes for values-driven leadership have never been higher. I share personal reflections on navigating leadership challenges this year, including difficult decisions about walking away when values alignment disappeared. Drawing from childhood Christmas traditions in Venezuela to recent experiences in Denmark's hygge culture, this episode explores what it means to choose integrity over convenience. The courage to exit misaligned situations - Why walking away when values don't align isn't failure, but integrity, and how to recognize when it's time to make that difficult choice. Listening as leadership in divided times - How genuine listening to understand becomes your most powerful tool when relationships have become increasingly transactional. Human-centered approaches in the AI era - Why protecting dignity, voice, and agency matters more than ever as artificial intelligence transforms how we work. The strength of kindness framework - How to reject the false choice between being kind and being strong, and why authentic leaders embody both simultaneously. Building psychological safety through vulnerability - Practical ways to create environments where people can push back, make mistakes, and grow without fear of retaliation. The episode also touches on global perspectives that shape authentic leadership, from celebrating Maria Corina Machado's Nobel Peace Prize to learning from Denmark's egalitarian happiness model. These experiences remind us that our differences aren't the problem. They're the path forward. If you've ever questioned whether you can maintain your values while navigating complex organizational politics, or wondered how to lead with both strength and humanity, this reflection will help you clarify what matters most as you head into the new year. What You'll Discover The courage to exit misaligned situations - Why walking away when values don't align isn't failure, but integrity, and how to recognize when it's time to make that difficult choice. Listening as leadership in divided times - How genuine listening to understand becomes your most powerful tool when relationships have become increasingly transactional. Human-centered approaches in the AI era - Why protecting dignity, voice, and agency matters more than ever as artificial intelligence transforms how we work. The strength of kindness framework - How to reject the false choice between being kind and being strong, and why authentic leaders embody both simultaneously. Building psychological safety through vulnerability - Practical ways to create environments where people can push back, make mistakes, and grow without fear of retaliation. https://www.aworldofdifferencepodcast.com Subscribe, leave a review, and share episode 10% off therapy Master the Career Pivot. 10% off with code: DIFFERENT Learn more about your ad choices. Visit megaphone.fm/adchoices

เคล็ดลับการเป็นผู้นำระดับโลกจาก McKinSey #1

In times of economic volatility, the temptation to focus on short-term profitability can become a trap that stalls longer-term projects designed to spur growth. Yet as our long-standing research shows, companies that take a through-cycle approach to investing in growth and innovation consistently outperform their peers. In this episode, three innovation strategy and value creation experts share their latest research and tips for achieving resilient growth. Matt Banholzer is a senior partner in McKinsey’s Chicago office and co-leader of our Global Strategic Growth and Innovation Practice. Tim Koller is a partner in our Denver office and co-author of the best-selling book, Valuation: Measuring and Managing the Value of Companies, now in its eighth edition. And Laura LaBerge is a senior expert in our Strategic Growth and Innovation Practice and is based in our Connecticut office. Related insights Investing in innovation: Three ways to do more with less Innovation in a crisis: Why it is more critical than ever Revolutionary innovations propelling growth A bigger, bolder vision: How CROs are propelling growth from the C-suite How top performers use innovation to grow within and beyond the core How innovation can accelerate industry momentum The eight essentials of innovation Support the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

December 16, 2025: We start with new data from EY showing that workplace culture—specifically how people treat each other—has become the number one reason employees stay at their company, outranking pay, flexibility, and career growth. We then examine growing evidence that AI and remote work may be accelerating loneliness at work, and why that matters in a society already experiencing declining trust, community, and social connection. We also look at why 2026 is shaping up to be a labor market reset rather than a boom or bust, how the U.S. government is rebuilding its internal talent engine to regain institutional capability, what McKinsey's planned layoffs reveal about the unbundling of white-collar work, and what the latest jobs data tells us about where leverage is shifting between employers and employees.

Marketing leadership struggles to bridge analytical and creative capabilities. Kathryn Rathje, partner at McKinsey's Growth, Marketing & Sales Practice, specializes in data-driven marketing transformations for consumer brands. She outlines how organizations can integrate quantitative analytics with creative strategy to deliver personalized customer value. The discussion covers practical frameworks for combining left-brain data analysis with right-brain creative execution to drive sustainable growth.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of the IoT For All Podcast, Barry Libert, Chairman and CEO of HiveMQ, joins Ryan Chacon to discuss moving past the pilot phase in industrial IoT and AI. The conversation covers viewing businesses as data streaming entities, the importance of understanding one's data collection processes, aligning different tiers of employees to achieve success, the shift from connectivity to AI data platforms, the role of agentic workflows, and the type of leadership required to navigate the evolving landscape of data and AI.Barry Libert is the Chairman and CEO of HiveMQ. He has spent 40+ years as a board member, CEO, and serial entrepreneur. He founded and exited several businesses, advised more than 350 CEOs, and served on more than 35 boards in his career. Most recently, Barry transformed Anaconda into a unicorn, adding $100M in new ARR in 18 months based on a proprietary open- source/open-core commercialization GTM playbook he co-designed and implemented.Barry is focused on AI platforms with network effects and data moats. He has co-authored 6 books, 20+ ebooks, and 500+ articles in the WSJ, NYT, HBR, MIT, and Forbes. He has appeared on CNN, CNBC, Fox, NPR, and delivered 500+ speeches to 250,000+ people globally. Barry began his career with McKinsey & Company, was a managing director of John Hancock's $2B Real Estate Equity arm, and was a partner at Arthur Andersen. Barry is a graduate of Tufts University (BA) and Columbia University (MBA).HiveMQ is the Industrial AI Platform helping enterprises move from connected devices to intelligent operations. Built on the MQTT standard and a distributed edge-to-cloud architecture, HiveMQ connects and governs industrial data in real time, enabling organizations to act with intelligence. With proven reliability, scalability, and interoperability, HiveMQ provides the foundation industrial companies need to operationalize AI, powering the next generation of intelligent industry. Global leaders including Audi, BMW, Eli Lilly, Liberty Global, Mercedes-Benz, and Siemens trust HiveMQ to run their most mission-critical operations.Discover more about IoT and AI at https://www.iotforall.comFind IoT solutions: https://marketplace.iotforall.comMore about HiveMQ: https://www.hivemq.comConnect with Barry: https://www.linkedin.com/in/barrylibert/Subscribe on YouTube: https://bit.ly/2NlcEwmJoin Our Newsletter: https://newsletter.iotforall.comFollow Us on Social: https://linktr.ee/iot4all

En direkte rørende besked fra fra Bondi Beach-korrespondenten, om det mest drabelige angreb i Australien siden 1996, Melbourne er kaffens San Sebastián, 'vi går sent ud, og vi kommer sent hjem', McKinsey og forsvarets kapabiliteter, Peter Viggo trækker på smilebåndet, og er tilbage med saltede bemærkninger, 10 grunde til at McKinsey ikke skal stå for optimeringen af det danske forsvar, Silicon-hvad sagde vi, byg, byg, byg datacentre, arbejdsløse Sikandar Siddique, aggressiv kat løs i boligområde, og katterådgiver Michelle Garnier tjener alle millionerne, “Felix er ikke kommet hjem, og Felix hader dig”, 30 år i ålens tjeneste, Thailand går med Gripen, og kan lande alle steder, kørte 18 år i forsvaret og blev afvist af banken, TV 2, alt det, vi hader sammen,og hold nu bare den avis med gårsdagens nyheder.Få 30 dages gratis prøveperiode (kan kun benyttes af nye Podimo-abonnenter) - http://podimo.dk/hgdg (99 kroner herefter)Værter: Esben Bjerre & Peter FalktoftRedigering: PodAmokKlip: PodAmokMusik: Her Går Det GodtInstagram:@hergaardetgodt@Peterfalktoft@Esbenbjerre

Marketing leadership struggles to bridge analytical and creative capabilities. Kathryn Rathje, partner at McKinsey's Growth, Marketing & Sales Practice, specializes in data-driven marketing transformations for consumer brands. She outlines how organizations can integrate quantitative analytics with creative strategy to deliver personalized customer value. The discussion covers practical frameworks for combining left-brain data analysis with right-brain creative execution to drive sustainable growth.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The National Army Museum's Justin Maciejewski reveals how General Bagnall's far-reaching reforms transformed the British Army for war against the USSR. By the 1980s, General (later Field Marshal) Sir Nigel Bagnall GCB CVO MC and bar (1927-2002) felt that British Army was ill-prepared for the fight against the Soviets. He pinpointed shortcomings such as the lack of conventional mass, the right doctrine and a personnel skills gap. Moreover, British plans did not fit with the allied armies on either flank. Bagnall sought to transform the Army and integrate it within a broader NATO approach involving changing nuclear and conventional postures, most notably the Air-Land Battle. Commissioned as an infantry officer, Bagnall was schooled in counter-insurgency warfare in Palestine, Malaya, Cyprus and Indonesia-Malaysia before becoming an armour commander in West Germany. As Chief of the General Staff, he steered many of the reforms he had initiated when commanding the British Army of the Rhine, changing the face of the Army and leaving it better prepared for war in Europe. According to Justin Maciejewski, the reforms made Bagnall the most consequential officer since the Second World War. Justin Maciejewski DSO MBE spent 27 years in the British Army before becoming a management consultant for McKinsey and then moving to the National Army Museum in London. He draws on his experience serving in the Army through the Bagnall reforms, and his time as a consultant overseeing commercial transformation programmes. Further Reading Justin Maciejewski, How the British Army's Operations Went Agile, McKinsey Quarterly, October 2019. Alexander Alderson, Influence, the Indirect Approach and Manoeuvre, RUSI Journal Vol.157:1, 2012, pp. 36-43. Ben Barry, Rise and Fall of the British Army 1975-2025, Osprey, 2025. Army, Army Doctrine Publication (ADP) 01, Operations, 1994. Beatrice Heuser: NATO, Britain, France and the FRG: Nuclear Strategies and Forces for Europe, 1949-2000 (London: Macmillan, 1997)

David R. Shedd is the former Deputy Director and Acting Director of the Defense Intelligence Agency (DIA). He also served as Chief of Staff for the Director of National Intelligence and National Security Council Senior Director and Special Assistant to the President for Intelligence under George W. Bush. Andrew Badger spent two decades serving as a DIA case officer, then became a strategic risk advisor at McKinsey & Company. Link to the book: https://shorturl.at/yvcsJ _______________________________________ If you appreciate my work and would like to support it: https://subscribestar.com/the-saad-truth https://patreon.com/GadSaad https://paypal.me/GadSaad To subscribe to my exclusive content on X, please visit my bio at https://x.com/GadSaad _______________________________________ This clip was posted on December 15, 2025 on my YouTube channel as THE SAAD TRUTH_1962: https://youtu.be/neADEqHIwYE _______________________________________ Please visit my website gadsaad.com, and sign up for alerts. If you appreciate my content, click on the "Support My Work" button. I count on my fans to support my efforts. You can donate via Patreon, PayPal, and/or SubscribeStar. _______________________________________ Dr. Gad Saad is a professor, evolutionary behavioral scientist, and author who pioneered the use of evolutionary psychology in marketing and consumer behavior. In addition to his scientific work, Dr. Saad is a leading public intellectual who often writes and speaks about idea pathogens that are destroying logic, science, reason, and common sense.  _______________________________________  

Marketing's leadership gap is widening across Fortune 500 companies. Kathryn Rathje, partner at McKinsey, reveals why only 66% of Fortune 500 companies retained CMOs last year and how marketing budgets dropped to 7.7% of revenue. She explains how CMOs can rebuild credibility by aligning metrics with CEO priorities, establishing clear ROI definitions with CFOs, and implementing full-funnel marketing measurement systems that connect brand investments to revenue outcomes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Networking calls/coffee chats are tricky. You should not be following the advice found for general recruitment. We insist our clients network with partners so most of the advice we provide is for networking with McKinsey and BCG partners. The reality is that partners are best equipped, and most influential, to assess a unique profile and make a judgement call on the spot. The danger is that if you do not impress the partner, you are very unlikely to go anywhere with further networking. The more atypical your profile, though, the greater the need to network with a partner, and the benefits far outweigh the risks.   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Crain's commercial real estate reporters Rachel Herzog and Danny Ecker talk with host Amy Guth about the themes that have defined 2025 — including economic uncertainty, office distress, stadium developments and the challenges facing the apartment market — as well as looking ahead to 2026.Plus: CME adds new crypto futures contracts in push for more retail traders, McKinsey plans thousands of job cuts in consulting industry slowdown, Byline Bank plans stock repurchase as shares hit 12-month high and a food pantry network gets $5 million from a new kind of Endeavor award. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Deovrat Kajwadkar is the Director of Strategic Deal Pricing and Monetization at Google Cloud, where he sits at the center of some of the most complex commercial decisions in modern tech. With a background in management consulting at McKinsey and deep experience in cloud and AI monetization, Deovrat brings a rare inside view of how pricing actually works when products are platforms, costs are dynamic, and value is constantly evolving. In this conversation, Deovrat and Mark Stiving unpack why pricing is not just a "number-setting" function but the grade of how well everything else in the business is working. They explore the difference between platforms and solutions, why value-based pricing becomes harder as offerings become more flexible, and how AI is changing both how pricing is done and what pricing even means.   Why You Have to Check Out Today's Podcast: Learn why pricing sits at the heart of cloud and AI economics, touching product, strategy, sales, and profitability all at once. Understand how platforms, solutions, and AI fundamentally change value-based pricing, and why cost, competition, and outcomes all matter—at different layers of the stack. Discover why "pulling the dollar lever" is the most expensive move, and what smarter pricing leaders focus on first.   "Pulling the dollar lever is easy—but it's also very expensive. I'd rather pull every other lever first." — Deovrat Kajwadkar   Topics Covered: 01:40 – Cloud Pricing as a Central Role. Deovrat explains why pricing sits at the center of Google Cloud's commercial decisions—connecting product strategy, growth, profitability, and customer value. 05:09 – Cloud Computing for Enterprises. A clear, non-technical explanation of cloud computing for enterprise customers, from infrastructure and platforms to software and AI—and why pricing each layer is different. 08:48 – Value-Based Pricing Challenges. Mark and Deovrat discuss why value-based pricing is especially difficult for platforms, where customers use the same products in very different ways. 13:04 – Value-Based Pricing Strategies. A practical framework for pricing across the cloud stack: cost- and competition-based pricing at the lower layers, and outcome-driven pricing as offerings move closer to customer solutions. 18:10 – AI's Impact on Pricing Strategies. How AI is changing pricing on multiple fronts—what gets priced, how costs behave, and how quickly products and value propositions evolve. 22:34 – AI in Pricing Strategies. Deovrat breaks down how AI can support pricing decisions, from customer analysis and renewals to analytics and decision support—while stressing the importance of clean data foundations. 24:12 – AI Value Delivery Challenges. Why delivering real AI value is harder than building the technology itself, and how change management and business adoption affect pricing and monetization. 27:30 – Pricing Advice for Business Impact. Deovrat's closing advice: great pricing leaders expand their skill set beyond pricing fundamentals—and pull every lever before resorting to raising prices.   Key Takeaways: "Pricing touches almost everything—it's the heart of a company's economics." — Deovrat Kajwadkar "The more commoditized the offering, the more cost and competition matter." — Deovrat Kajwadkar "As you move closer to business outcomes, value-based pricing becomes possible—but harder." — Deovrat Kajwadkar "AI changes pricing, but it doesn't eliminate the fundamentals." — Deovrat Kajwadkar   People / Resources Mentioned: Google Cloud – Cloud platform spanning infrastructure, AI models, developer tools, and industry solutions. McKinsey & Company – Deovrat's consulting background, shaping his strategic view of pricing and technology. AI Models & Agentic Workflows – Referenced in the context of pricing analytics, automation, and decision support.   Connect with Deovrat Kajwadkar: LinkedIn: https://www.linkedin.com/in/deovrat-kajwadkar   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Marketing's leadership gap is widening across Fortune 500 companies. Kathryn Rathje, partner at McKinsey, reveals why only 66% of Fortune 500 companies retained CMOs last year and how marketing budgets dropped to 7.7% of revenue. She explains how CMOs can rebuild credibility by aligning metrics with CEO priorities, establishing clear ROI definitions with CFOs, and implementing full-funnel marketing measurement systems that connect brand investments to revenue outcomes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This headline somehow feels both shocking and completely unsurprising.The McKinsey and Lean In Women in the Workplace study is out, and the takeaway is bleak. Fewer companies care about advancing women. Even fewer care about advancing women of color. And somehow, we are now talking about an “ambition gap” like women just collectively woke up and decided to want less.Let's be clear. Women are still paid less. Still underrepresented in the rooms that matter. Still doing most of the work at home. Still being asked to show up like nothing else changed after Covid, after MeToo, after the great return to office squeeze.On this episode of Net Net, we talk about why this moment at work feels so brittle. Why job security feels fake. Why trust in the promise of work is eroding. And why more women are quietly asking themselves what all this effort is actually for.This is not about one group winning and another losing. That zero-sum framing is part of the problem. The real work is opening the aperture. More voices. More paths. More people being given a real shot, and actually being supported when they take it.If you work with people, lead people, or care about what work is turning into right now, this one is worth your time.This is WORK Net/Net. Get full access to WORK at erikaayersbadan.substack.com/subscribe

In this heartfelt conversation, Shelby and Belinda share their reactions to the 2024 Women in the Workplace report by McKinsey & LeanIn.org.  They highlight the deep fatigue and burnout women experience as they rise into senior leadership.They reflect on the emotional and logistical realities that the data doesn't always capture: – women reaching the top of the ladder only to find exhaustion waiting for them – the cultural pressure in the U.S. to “do it all” without asking for help – the double standard where men receive quiet support systems while women feel judged for needing them – the loneliness of leadership, especially for women of color – the guilt that comes with caregiving and boundary-setting – the absence of sponsorship and empathetic leadership in many workplacesGrounded in personal stories—from missing their children's milestones to carving out time for family despite career demands—they illustrate how women are not less ambitious; they're simply navigating systems designed without them in mind.The episode ends with a call for leaders everywhere to build cultures rooted in trust, compassion, humane expectations, and real support—because meaningful leadership is not about suffering in silence; it's about helping others rise with you.Send us a comment!Recommit is a Feb 28 half-day retreat for people who are ready for more clarity, courage, and alignment. You'll experience a private venue, brunch, guided reflection, and leave with a roadmap for what's next.Click here to join the Early Bird list for lower ticket prices and early access.Join us on February 28th, 2026 at the DC Wharf for the Recommit: Winter Retreat. Join the Early Bird list here. We publish new episodes every other Wednesday. Subscribe to the Leadership Tea Podcast Subscribe to Leadership Tea on YouTube! Follow us on Instagram @Leadership_Tea for more inspiration and insights.

Send us a textWhere do McKinsey, Bain, and BCG consultants go after they leave?We analyzed 1,600+ MBB exits to build a live map of where opportunity is compounding — and which skills the market is paying a premium for.In this episode, Namaan breaks down the 2025 MBB Exit Opportunity Analysis and the 5 trends shaping where consultants go next.You'll learn:The top industries hiring ex-MBB in 2025Why most exits go private (not public)Which roles accelerate the move into operating leadershipHow to choose: product, capital, or CEO proximityDownload the full report for free here.Additional Resources:Download free 2025 MBB Exit Opportunity Analysis reportReach out to Namaan: namaan@managementconsulted.comPartner Links:Learn more about NordStellar's Threat Exposure Management Program; unlock 10% off with code SIMPLIFIED-10Connect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

Episode 732: Neal and Toby chat about Australia's worlds-first social media ban for teenagers that goes into effect. Then, a new study from McKinsey and LeanIn found an ambition gap growing between women and men where women are less inclined to pursue promotions. Also, an investigation has found evidence that Instacart's AI pricing experiment may be inflating grocery prices of the same item for different people. Meanwhile, Google may have tried tech glasses before and failed…but this time, it's hoping its AI will turn it into the next revolutionary tech wearable.  Check out https://www.linkedIn.com/mbd for more. Subscribe to Morning Brew Daily for more of the news you need to start your day. Share the show with a friend, and leave us a review on your favorite podcast app. Listen to Morning Brew Daily Here:⁠ ⁠⁠https://www.swap.fm/l/mbd-note⁠⁠⁠  Watch Morning Brew Daily Here:⁠ ⁠⁠https://www.youtube.com/@MorningBrewDailyShow⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices