Issue 02 · 22 September 2026
Theme
Three Signals for Leaders
In this McKinsey & Company excerpt, Novartis’s chief data and digital officer for biomedical research explains how investments in data platforms are paying off. The benefits span AI safety prediction, generative chemistry, and faster translation.
Read original sourceMcKinsey & Company highlights that AI is accelerating drug discovery, but investment has concentrated in molecule design, the stage with the best data and clearest tools. The industry’s real constraint is identifying and validating the right disease mechanism.
Read original sourceAI is fueling unprecedented growth in the semiconductor industry. It is also upending long-standing industry dynamics and shifting the sources of value.
Read original sourceResearch Radar
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Saudi Signals
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AI & Technology
AI is becoming more expensive for companies as rising token usage and workflow complexity make costs harder to predict. Leaders need new ways to manage AI economics.
Read original sourceMcKinsey & Company’s Dan Swan explains that capturing AI’s full potential requires companies to move beyond experimentation. It also requires fundamentally rewiring their businesses across technology, processes, people, and leadership.
Read original sourceOrganizations must redesign workflows to realize value from AI, but determining where to begin is a challenge. An opportunity lies between workflow steps, where work passes between teams and systems.
Read original sourceMcKinsey & Company states that successful transformations no longer require large numbers of people at the center.
Read original sourceAlso relevant to this section — covered in full elsewhere in this issue: Novartis’s Christian Diehl on scaling AI beyond the demo — McKinsey & Company · AI drug discovery: Focusing on what matters most — McKinsey & Company · The $2.3 trillion horizon: How AI is rewriting the semiconductor story — McKinsey & Company
Governance & Regulation
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Summaries and commentary only. All rights remain with the original publishers. Named organisations are cited as information sources and are not partners, clients or affiliates of TAWAJOH TECH.
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