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Which Countries Are Leading the Data Economy? - Harvard Business Review   

Which countries are the top data producers? With data-fueled applications of artificial intelligence projected, by McKinsey, to generate $13 trillion in new global economic activity by 2030, this could determine the next world order, much like the role that oil production has played in creating economic power players in the preceding century. While China and the U.S. could emerge as two AI superpowers, data sources can’t be limited to concentrations in a few places, as we have with an oil-driven economy — it needs to be drawn from many, diverse sources and future AI applications will emerge from new and unexpected players. The new world order taking shape is likely to be more complex than a simple bi-polar structure. Building on our past work mapping the digital evolution and digital competitiveness of different countries around the world, we tried mapping the deepest and widest pools of useful data.

Which countries are the top data producers? After all, with data-fueled applications of artificial intelligence projected, by McKinsey, to generate $13 trillion in new global economic activity by 2030, this could determine the next world order, much like the role that oil production has played in creating economic power players in the preceding century.

While China and the U.S. could emerge as two AI superpowers, data sources can’t be limited to concentrations in a few places as we have with an oil-driven economy — it needs to be drawn from many, diverse sources and future AI applications will emerge from new and unexpected players. The new world order taking shape is likely to be more complex than a simple bi-polar structure, especially since data is being produced at a pace that boggles the mind.

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What is prompt engineering? | McKinsey -    

Let’s say you’re making spaghetti marinara for dinner. Sauce from a jar is perfectly fine. But what if you buy your tomatoes and basil from the farmers market to make your own sauce? Chances are it will taste a lot better. And what if you grow your own ingredients from your garden and make your own fresh pasta? A whole new level of deliciousness.

Rodney Zemmel is a senior partner in McKinsey’s New York office and the global leader of McKinsey Digital; Alex Singla is a senior partner in the Chicago office and the global leader of QuantumBlack, AI by McKinsey; Chandra Gnanasambandamv and Lareina Yee are senior partners in the Bay Area office, where Roger Roberts is an expert partner; and Kate Smaje and Alex Sukharevsky are senior partners in the London office. Other experts include Sven Blumberg, a senior partner in the Istanbul office; Aamer Baig, a senior partner in the Chicago office; Eric Hazan, a senior partner in the Paris office; and Delphine Zurkiya, a senior partner in the Boston office.

Just as better ingredients can make for a better dinner, better inputs into a generative AI model can make for better results. These inputs are called prompts, and the practice of writing them is called prompt engineering. Skilled prompt engineers design inputs to interact optimally with other inputs in a generative AI tool. These inputs help elicit better answers from the AI model, meaning the model can perform its tasks better, such as writing marketing emails, generating code, analyzing and synthesizing text, engaging with customers via chatbots, creating digital art, composing music, or any of the other hundreds, if not thousands, of current applications.

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How to Tell If You’re Delegating Too Much — and What to Do About It - Harvard Business Review   

If you find yourself frequently miscommunicating with your team, hearing about issues at the last minute, or misunderstanding how your team sets priorities, it may be a sign you’ve delegated too much. To get re-involved, start by taking on a symbolic project that will send a signal you’re re-engaging, and help you re-learn some of the front-line skills you need to have a deep understanding of the work your team is doing. Second, re-set expectations with your team. An off-site or planning meeting can help set a new agenda. Third, double-down on communicating your vision for your team. If people know why they’re doing what they’re doing, or the major goals they should be working toward, they shouldn’t need you to be super-involved in their day-to-day efforts.

Everyone knows leaders should delegate to ensure that they are working on the right projects and deliverables.  But if you find yourself frequently miscommunicating with your team on deliverables, hearing about issues at the last minute, and misunderstanding how your team set their priorities, it may be a sign you’ve delegated too much, leaving their employees to feel abandoned and unmotivated. At that point, it’s important to take back responsibility for certain tasks to insure you’re providing your team the guidance and structure they need. Here are three steps you can take.

Take on a symbolic project. Obviously, you don’t want to overcorrect and start doing a myriad of low-level tasks in order to reconnect with your team. But taking on a symbolic project or task can be a visible way of demonstrating your re-engagement, as well as helping the company and advancing your own learning goals. For instance, I coached one senior advertising executive who realized she had delegated too much. She decided to get back into the details by learning a new piece of software. This gave her a new skill to share with other leaders in the company and her own team. Her time spent on the software also helped in the long run because when it was time to delegate, she understood all of the specifics of getting the work accomplished.

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