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There’s a vast source of clean energy beneath our feet. And a race to tap it - The Straits Times   

BEAVER COUNTY, Utah – In a sagebrush valley full of wind turbines and solar panels in western Utah, Mr Tim Latimer gazed up at a very different device he believes could be just as powerful for fighting climate change – maybe even more.

It was a drilling rig, of all things, transplanted from the oil fields of North Dakota. But the softly whirring rig was not searching for fossil fuels. It was drilling for heat.

Mr Latimer’s company, Fervo Energy, is part of an ambitious effort to unlock vast amounts of geothermal energy from Earth’s hot interior, a source of renewable power that could help displace fossil fuels that are dangerously warming the planet.

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The State of Organizations 2023: Ten shifts transforming organizations - McKinsey & Company   

Business leaders around the world are currently addressing not only economic volatility, geopolitical instability, and the lingering effects of the COVID-19 pandemic but also a range of organizational shifts that have significant implications for structures, processes, and people. The shifts include complex questions about how to organize for speed to shore up resilience, find the right balance between in-person and remote work models, address employees’ declining mental health,1In this report, “mental health” is inclusive of positive mental health and the full range of mental, substance-use, and neurological conditions. and build new institutional capabilities at a time of rapid technological change, among others.

To help CEOs and their leadership teams consider such questions, we have launched McKinsey’s The State of Organizations 2023 report. The report is an account of an ongoing research initiative that seeks both to pinpoint the most important shifts that organizations are grappling with and to provide some ideas and suggestions about how to approach them.

As part of the research, we conducted a survey of more than 2,500 business leaders around the world.2Between May and June 2022, we surveyed more than 2,500 leaders in organizations with at least 1,000 employees across industries and countries (Canada, China, France, Germany, India, Spain, the United Kingdom, and the United States) to identify the workplace topics that were most relevant to them. Only half say their organizations are well prepared to anticipate and react to external shocks, and two-thirds see their organizations as overly complex and inefficient. We also spoke with business leaders to gather inspiring stories and best practices from beacons—organizations that have been able to adapt to recent economic and operational disruptions and forge new paths. Finally, we developed four points to consider in addressing the ten organizational shifts, leveraging the survey results, the quantitative research with executives, and insights from our work in the field and through existing McKinsey research.

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Why People Quit Their Jobs - Harvard Business Review   

Imagine that you’re looking at your company-issued smartphone and you notice an e-mail from LinkedIn: “These companies are looking for candidates like you!” You aren’t necessarily searching for a job, but you’re always open to opportunities, so out of curiosity, you click on the link. A few minutes later your boss appears at your desk. “We’ve noticed that you’re spending more time on LinkedIn lately, so I wanted to talk with you about your career and whether you’re happy here,” she says. Uh-oh.

It’s an awkward and Big Brother–ish scenario—and it’s not so far-fetched. Attrition has always been expensive for companies, but in many industries the cost of losing good workers is rising, owing to tight labor markets and the increasingly collaborative nature of jobs. (As work becomes more team-focused, seamlessly plugging in new players is more challenging.) Thus companies are intensifying their efforts to predict which workers are at high risk of leaving so that managers can try to stop them. Tactics range from garden-variety electronic surveillance to sophisticated analyses of employees’ social media lives.

Some of this analytical work is generating fresh insights about what impels employees to quit. In general, people leave their jobs because they don’t like their boss, don’t see opportunities for promotion or growth, or are offered a better gig (and often higher pay); these reasons have held steady for years. New research conducted by CEB, a Washington-based best-practice insight and technology company, looks not just at why workers quit but also at when. “We’ve learned that what really affects people is their sense of how they’re doing compared with other people in their peer group, or with where they thought they would be at a certain point in life,” says Brian Kropp, who heads CEB’s HR practice. “We’ve learned to focus on moments that allow people to make these comparisons.”

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