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What’s on the minds of European consumers?
On Point
by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:30 - 20 Dec 2023 -
Dive deeper: Highlights from 2023
Five Fifty
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Mindsets for success: Lessons from top CEOs
During times of change, successful bosses adapt and exhibit service-minded leadership. Leaders at all levels should take note.
Digital and AI transformation’s new playbook
Chatbots, cloud computing, generative AI—a company’s digital transformation has never been more paramount. Are you rewired to win?
The Gen Z equation
Generation Z is coming into its own. Savvy companies will consider what differentiates these 13- to 27-year-olds—in the workplace and as consumers.
Employee development: A skills-based approach
Organizations that focus on employee development generate benefits for all. Tech-enabled capability building and skills-based hiring are great places to start.
Food plight
Disruptions to the world’s food system are deepening the global food crisis. Efforts by the grocery industry and consumers can help prevent a worsening scenario.
We’ll see you in the new year! And if you’re looking to spread some extra holiday cheer, forward this email to a friend or colleague so they can subscribe to the Five Fifty for free on McKinsey.com.Share these insights
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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 02:54 - 19 Dec 2023 -
APM for AI is here—Get early access now
New Relic
December 2023
Introducing New Relic AI monitoring: Industry's first APM for AI New Relic AI monitoring (AIM) is the industry’s first end-to-end APM solution that brings the power of observability to the entire AI stack enabling teams to build and run AI applications with confidence. Now engineers will have full visibility into all components of their AI stack to easily monitor, debug, and improve their applications for performance, quality, and cost.
Get Early Access
With New Relic AI monitoring you can:
- Debug faster with complete visibility: End-to-end visibility of your entire AI application stack, from application to infrastructure to the AI layer to spot and fix problems.
- Ensure AI app performance, quality, and cost: Follow the lifecycle of LLM prompts and responses to optimize for latency, quality, and cost of AI applications.
- Choose the right model for your app: Track usage, performance, quality, and cost across all models in a single view to choose the right model for your needs and optimize costs.
- Instantly monitor any AI ecosystem: With 50+ integrations and counting for popular LLMs, vector data stores, and more, AIM is the one-stop shop for monitoring your AI applications.
Learn more 
BHOOST implements New Relic free tier for ecommerce observability, quickly identifying bottlenecks and streamlining the troubleshooting process.
Read more
See the right data in the right view in fewer clicks. Click on time series charts from anywhere in New Relic to go directly to associated entities as well as their traces and logs—so you can explore your data in context and troubleshoot faster.Useful Reads
Unraveling frontend glitches is much like decoding a mystery—each click, each user interaction can hold a clue. But what if you could play detective in the most immersive way possible? Enter New Relic Session Replay, the tool that places you right into the heart of user experiences, letting you witness and dissect issues in real-time.
End-of-Life Announcements
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The Prometheus OpenMetrics integration (POMI) for Kubernetes will be replaced with the new Prometheus agent, which brings significant improvements like support for big clusters, ease of use, and the versatility to control the data ingested.
- Migrate from the Prometheus OpenMetrics integration | New Relic Documentation
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by "New Relic" <emeamaketing@newrelic.com> - 05:26 - 19 Dec 2023 -
For fashion industry leaders, what ten themes will matter most in 2024?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Luxury vintage finds. A $34,500 designer clutch, a $3,000 pair of classic jeans, a $775 leather hat: a high-end vintage store that two friends opened in the 1990s has become known for carrying one-of-a-kind pieces. The company’s West Broadway outpost is often frequented by celebrities, stylists, and VIPs. That wasn’t the case 30 years ago, when fashionable people tended to snub secondhand stores, the store’s cofounder said. As the pre-owned luxury market has since taken off, the company now competes with big e-commerce platforms. [NYT]
•
Slower growth. The fashion industry faced persistent and deepening challenges in 2023. Growth was slow throughout the year in Europe and the US, and China’s initially strong performance faded in the second half of 2023. Although the luxury segment initially fared well, it too began to feel the effects of weaker demand in the latter part of the year, McKinsey senior partner Gemma D’Auria and coauthors share. According to McKinsey’s analysis of fashion forecasts, the global industry will post top-line growth of 2 to 4% in 2024.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:06 - 19 Dec 2023 -
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 07:03 - 18 Dec 2023 -
The changing face of globalization: A leader’s guide
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
In a time of near-constant disruption and tension, the urge to disconnect seems tempting. But people, companies, and societies are deeply interdependent. Even as the norms of and attitudes toward globalization continue to evolve, globalization isn’t going away; it just needs to be considered with fresh eyes. As a new year approaches, it may be a good time to ponder a new way of thinking about our interconnected world and how business leaders can enable global cooperation to benefit both their companies and the world at large.
For four decades, the world economy has grown tremendously from the cross-border movement of trade, services, capital, people, data, and ideas: in other words, “globalization.” And for much of this time, multinationals have led the way in breaking through geographic and economic borders—benefiting greatly in the process. But “some analysts are now calling this paradigm into question,” say McKinsey’s Michael Birshan, Joe Ngai, Jeongmin Seong, and Olivia White. Cooperation has plateaued amid geopolitical conflict, supply chain disruption, and the broader discussion of who is benefiting (and who isn’t) from trends in trade. The challenge for leaders seems daunting, but the implications can’t be ignored. To deliver business value and enable future collaboration, the authors suggest three ways forward: raising the geopolitical fluency of leadership teams, rigorously assessing the interconnectedness between their businesses and the broader world (and the related risks), and diversifying organizations’ exposure to those risks.
That’s the minimum percentage of important resources or manufactured goods that every region in the world imports. “No region is self-sufficient,” say the authors of a McKinsey Global Institute report on global trade flows. Indeed, in many cases, this percentage is much higher. For example, while the Middle East and North Africa region is the largest net exporter of energy resources, it depends on other regions for more than 60 percent of its key food crops.
That’s from McKinsey’s Andrew Grant, Ziad Haider, and Jean-Christophe Mieszala, who propose six ways to address the geopolitical risks that are shaping (and reshaping) globalization’s current state. One of these ways is building organizational resilience. Leaders can create organizational resilience through inclusive governance structures and open and honest dialogues with their people—by acknowledging the effect of global stresses on individuals, empowering colleagues to speak up, and creating a common sense of purpose. The McKinsey authors suggest that organizations “consider a range of targeted initiatives to promote connectivity and cohesion, from rotating colleagues in and out of geopolitically sensitive markets to sharing views.”
One of globalization’s most maligned effects is the movement of jobs across borders, typically away from more expensive labor markets, such as the United States. But in many US industries, entrepreneurs and creators have been rewriting these rules—and, in some cases, reconnecting with their roots. Case in point: the jewelry start-up scene in Rhode Island, a hub of the US jewelry-making industry for centuries. As the industry shifted largely offshore in the past 50 years, jobs in Rhode Island’s jewelry industry took a massive hit. But a new wave of local designers are setting up factories near Providence, the state’s capital. “There’s an established jewelry ecosystem here,” said one business owner. “We can source all our components within a few-mile radius.” Indeed, McKinsey’s Achim Berg, Alexander Thiel, and coauthors have reported a “sustainability surge” in the fine-jewelry market, as sustainable practices—including the length of companies’ supply chains—become more top of mind for jewelry consumers.
Lead by reconnecting the dots.
— Edited by Daniella Seiler, executive editor, Washington, DC
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:17 - 18 Dec 2023 -
What are leading companies doing to grow and innovate?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Partners in innovation. As technologies continue to advance rapidly, CIOs can no longer rely solely on internal IT teams to solve all of an enterprise’s problems. Successful digital leaders are developing a variety of business partnerships, including with external vendors and start-ups, to generate innovative solutions. One global beverage company, for instance, is working with a tech company to stop its factories from experiencing water leaks. Through an AI-based system, the company is able to reduce its annual water consumption by 25%. [CIO]
•
Innovative growers. In an era of endless disruption, innovation remains a must-have, not just a nice-to-have, McKinsey partner Rebecca Doherty and coauthors explain. To learn what role innovation plays in growth and vice versa, we analyzed about 650 of the largest public companies that achieved profitable growth relative to their industry between 2016 and 2021 while also excelling in innovation. While some of these companies outgrew their peers, and others were more innovative than competitors, 53 “innovative growers” managed to do both.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:12 - 18 Dec 2023 -
Intel's AI Everywhere Launch Event Took Over Times Square
Intel's AI Everywhere Launch Event Took Over Times Square
AI Everywhere
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AI represents a generational shift in computing that is giving rise to a new era of economic expansion. We invite you to witness the unveiling of Intel’s next-gen AI technologies in our special launch event.
Watch the keynote by Intel CEO Pat Gelsinger and other Intel leaders as they share insights about the new 5th Gen Intel® Xeon® processors and Intel® Core™ Ultra processors - which are set to usher in the age of AI PC and accelerate AI in data centers, the cloud, and edge computing, truly bringing ‘AI Everywhere’.
Be a part of this historic journey with us.Watch the launch event playback 
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by "Intel Corporation" <intel@plan.intel.com> - 09:02 - 17 Dec 2023 -
’Tis the season to be reading
Readers & Leaders
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THIS MONTH’S PAGE-TURNERS ON BUSINESS AND BEYOND
This year marks the second anniversary of Readers & Leaders, your guide to the latest business books leaders are reading—or should be. To (book)mark the occasion, we’re looking back at the launches, bestsellers, and most-read interviews that shaped our 2023.
We produced 43 Author Talks interviews this year from conversations with 56 authors across a range of topics, including leadership, innovative thinking, and change management. Our top interview featured Robert Waldinger, director of the Harvard Study of Adult Development and coauthor of the book The Good Life: Lessons from the World’s Longest Scientific Study of Happiness, who shared insights on what helps people live longer, more fulfilling lives. Keep reading for the interviews that resonated most with our readers. But first, check out some highlights from the past month.IT BEARS REPEATING
IN CASE YOU MISSED IT
BOOKS ON THE BEACH
In July, McKinsey released its 2023 summer reading guide. The annual guide is created based on suggestions from leaders across the globe, as well as a curated list from our own colleagues and from major publications. We introduced readers to more than 70 selections in a classic amusement park backdrop that pairs entertainment and inspiration.
ON YOUR BOOKSHELF
In 2023, McKinsey launched two books to help leaders maximize their assets and build value.
Power to the Middle: Why Managers Hold the Keys to the Future of Work
McKinsey partners Bryan Hancock and Emily Field and senior partner emeritus Bill Schaninger highlight the critical role of the middle manager and share tips your organization can apply to avoid misusing its most valuable resource.
Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI
Senior partners Eric Lamarre, Kate Smaje, and Rodney Zemmel create a playbook for business leaders seeking to undergo successful digital and AI transformations.TURN BACK THE PAGE
Ready to dive into our top-read Author Talks interviews of the year? Check these out:
1. The world’s longest study of adult development finds the key to happy living
2. How to speak confidently when you’re put on the spot
3. What does it mean to be a good middle manager?
4. In the ‘age of AI,’ what does it mean to be smart?
5. What is the key to unlocking digital transformation?
6. Why problem solving is the key to innovation
7. Am I making myself clear?
8. How to stay healthy no matter what
9. IBM’s Ginni Rometty on leading with ‘good power’
10. Scale your people, not just your companyTURN OVER A NEW LEAF
With the start of another year quickly approaching, New Year’s resolutions abound. Setting goals for this new chapter may be easier with insights from our top personal-development interview of 2023. Discovering how to live a happier, fuller life and adopting a mindset for success may be key to maintaining overall well-being.
BUSINESS BESTSELLERS TOP
8
Need more books to add to your reading list? Explore November’s business bestsellers, prepared exclusively for McKinsey by Circana. Check out the full selection on McKinsey on Books.
BUSINESS OVERALL
BUSINESS HARDCOVER
ECONOMICS
DECISION MAKING
ORGANIZATIONAL BEHAVIOR
WORKPLACE CULTURE
DIVERSITY & INCLUSION
SUSTAINABILITY
Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman and Andrew Winston (Two Rivers Distribution)
BOOKMARK THIS
If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@McKinsey.com. Due to the high volume of requests, we will respond only to those being considered.
— Edited by Emily Adeyanju, an editor in McKinsey’s Charlotte office
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by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 06:45 - 17 Dec 2023 -
The year’s most popular articles from McKinsey Global Institute
McKinsey&Company
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
As 2023 draws to a close, we’re revisiting our most popular insights of the year. Today, we give you our best-read pieces from the McKinsey Global Institute, which focus on topics including the impact of the pandemic on real estate, transforming human capital into competitive advantage, and more. At No. 1 is “Generative AI and the future of work in America,” by McKinsey’s Kweilin Ellingrud, Saurabh Sanghvi, Anu Madgavkar, Michael Chui, Olivia White, and coauthors. Read on for our full top 10, and don’t miss McKinsey Publishing’s 2023 highlights from our ‘Insights to Impact’ journey.
Africa’s economy downshifted over the last decade, yet half of its people live in countries that have thrived on the continent. Africa has the human capital and natural resources to accelerate productivity and reimagine its economic growth, which is, more than ever, vital for the welfare of the world. Download the full report
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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 06:43 - 16 Dec 2023 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:32 - 16 Dec 2023 -
Giving customers what they want requires getting personal
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Perfecting your approach to personalized marketing
You’ve come a long way, irrelevant pop-up ad. Once a ubiquitous (and always vexatious) interruption flogging some unwanted item, now you are a lean and mean marketing machine—sort of. While companies have gotten better at knowing their customers and what their customers want, today’s digital-savvy omnichannel shoppers demand ever closer attention. Marketers also need to know when customers want something (including before customers know they want it), where they want to hear about it, and how they want to get it—all in a seamless experience that’s direct yet nuanced. It’s no wonder that many companies’ personalized marketing efforts fall short.
Leaders in personalization are continually tweaking and testing their communication efforts with shoppers to strengthen customer loyalty and spur growth. Among their constellation of personalized-marketing efforts, successful companies study individual consumer habits to learn the best time to send a marketing message, explore cross-channel communication efforts to reach customers both online and offline, and use data from loyalty programs to help personalize product offers more effectively.
To help ensure that your targeted communications are reaching your consumers in ways they want, read our 2017 classic “What shoppers really want from personalized marketing,” from McKinsey senior partners Julien Boudet and Brian Gregg and coauthors.Get personal 
The value of getting personalization right—or wrong—is multiplying
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by "McKinsey Classics" <publishing@email.mckinsey.com> - 12:20 - 16 Dec 2023 -
EP90: How do SQL Joins Work?
EP90: How do SQL Joins Work?
Forwarded this email? Subscribe here for moreThis week’ system design refresher:
How Does Linux Boot Process Work? (Youtube video)
How do SQL Joins Work?
What are the differences between cookies and sessions?
How do DevOps, NoOps change the software development lifecycle (SDLC)?
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How Does Linux Boot Process Work?
How do SQL Joins Work?
The diagram below shows how 4 types of SQL joins work in detail.
INNER JOIN
Returns matching rows in both tables.LEFT JOIN
Returns all records from the left table, and the matching records from the right table.RIGHT JOIN
Returns all records from the right table, and the matching records from the left table.FULL OUTER JOIN
Returns all records where there is a match in either left or right table.
Latest articles
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To receive all the full articles and support ByteByteGo, consider subscribing:
What are the differences between cookies and sessions?
The diagram below shows how they work.
Cookies and sessions are both used to carry user information over HTTP requests, including user login status, user permissions, etc.
Cookies
Cookies typically have size limits (4KB). They carry small pieces of information and are stored on the users’ devices. Cookies are sent with each subsequent user request. Users can choose to ban cookies in their browsers.Sessions
Unlike cookies, sessions are created and stored on the server side. There is usually a unique session ID generated on the server, which is attached to a specific user session. This session ID is returned to the client side in a cookie. Sessions can hold larger amounts of data. Since the session data is not directly accessed by the client, the session offers more security.
How do DevOps, NoOps change the software development lifecycle (SDLC)?
The diagram below compares traditional SDLC, DevOps and NoOps.
In a traditional software development, code, build, test, release and monitoring are siloed functions. Each stage works independently and hands over to the next stage.
DevOps, on the other hand, encourages continuous development and collaboration between developers and operations. This shortens the overall life cycle and provides continuous software delivery.
NoOps is a newer concept with the development of serverless computing. Since we can architect the system using FaaS (Function-as-a-Service) and BaaS (Backend-as-a-Service), the cloud service providers can take care of most operations tasks. The developers can focus on feature development and automate operations tasks.
NoOps is a pragmatic and effective methodology for startups or smaller-scale applications, which moves shortens the SDLC even more than DevOps.Like
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by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 16 Dec 2023 -
The year’s most popular articles from the McKinsey Quarterly
McKinsey&Company
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
As 2023 draws to a close, we’re revisiting our most popular insights of the year. Today, we give you our best-read pieces from the McKinsey Quarterly, which focus on topics including preparing for the CEO role, re-engaging workers, and more. At No. 1 is “Stepping up: Becoming a high-potential CEO candidate,” by McKinsey’s Carolyn Dewar, Scott Keller, Vikram Malhotra, and Kurt Strovink. Read on for our full top 10, and don’t miss McKinsey Publishing’s 2023 highlights from our ‘Insights to Impact’ journey.
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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 10:45 - 15 Dec 2023 -
You’ve started up gen AI at your company. Here’s how to scale up.
The Shortlist
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Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
In 2023, we talked with hundreds of CEOs about their plans and priorities, successes and struggles. We collected the wisdom of that illustrious crowd in our new interactive article “What matters most? Eight CEO priorities for 2024.” In this edition of the CEO Shortlist, we’ll look closely at four of the priorities that CEOs say are guiding their plans for the coming year. And when we come back in January 2024, we’ll look at the other four. We hope you enjoy the read, and have a restful and festive end of year.
—Liz and Homayoun
Gen AI: Innovators dominate headlines, but scalers dominate markets. Thousands of companies all over the world are already using simple gen AI applications to radically transform every imaginable business activity. In 2024, CEOs will race to figure out how to scale from one application to many—and, critically, what the new tools will mean for work and the workforce.
Ready to scale up? Build The organization of the future: Enabled by gen AI, driven by people, with Sandra Durth, Bryan Hancock, Dana Maor, and Alex Sukharevsky.As the digital era enters middle age, most companies have at least started a digital and AI transformation. But few are getting the results they want. That’s usually because they haven’t done the fundamental organizational rewiring needed to extract maximum value from the hard work of digitizing the enterprise. Enter Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI, our 2023 book that lays out our best insights for balancing priorities, assuring value, and finishing the job.
Study six signature moves for CEOs in Rewired to outcompete, by Eric Lamarre, Kate Smaje, and Rodney Zemmel.
.What’s behind Door 3? Growth is always job one for CEOs, but how to get there is never clear. Sometimes it’s about seizing market share; sometimes it’s about expanding into new markets; other times it’s about making a left turn into something completely new. One common denominator: the courage to act.
Be the main character of your growth story with Courageous growth: Six strategies for continuous growth outperformance, by Matt Banholzer, Michael Birshan, Rebecca Doherty, Louisa Greco, Paul Jenkins, Greg Kelly, Ari Libarikian, Nicolas Maechler, Lucy Pérez, Erik Roth, Sandra Sancier-Sultan, Kate Siegel, Andy West, and Jill Zucker.Where’s that prospectus? Amid uncertainty, investors and companies are holding back from committing capital to climate adaptation, even as the Earth grows hotter. What’s needed are thousands of new green-technology businesses, in every industry.
Find your green future with What would it take to scale critical climate technologies?, by Bernd Heid, Martin Linder, Sebastian Mayer, Anna Orthofer, and Mark Patel.
We hope you find these ideas inspiring and helpful. See you in January with four more McKinsey ideas for the CEO and others in the C-suite.Share these insights
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:21 - 15 Dec 2023 -
Employee health varies considerably by country. What key trends should you know?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Prioritizing worker happiness. Many employers are implementing return-to-office policies just as US employees face surging rates of depression. In fact, 56% of workers in North America describe having symptoms of depression, a 2023 study of about 11,000 people found. Boosting employee happiness can improve organizational performance, a former Harvard University professor shares. To create a psychologically safe workplace in which all can thrive, leaders must be willing to be vulnerable and discuss their concerns and limitations. [Fortune]
•
Global employee health. Most adults spend the majority of their waking hours at work. That offers employers a chance to influence employee health, McKinsey senior partner Drew Ungerman and coauthors suggest. More than half of employees in 30 countries report positive overall holistic health; however, results vary markedly by country, according to the McKinsey Health Institute’s (MHI) new survey of 30,000 workers. Japanese workers show the lowest overall percentage of positive scores, at 25%. Respondents from Türkiye report the highest, at 78%.
— Edited by Belinda Yu, editor, Atlanta
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School Bus Monitoring Software - Driver App that helps Driver and Attendants to Track and Monitor their work activity and School Bus
School Bus Monitoring Software - Driver App that helps Driver and Attendants to Track and Monitor their work activity and School Bus
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Our advanced school bus tracking software is designed to ensure the safety and efficiency of student transportation.
Key Features of SmartBus Driver App
Provide school buses with advanced tools to reduce workload and increase productivity.
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Uffizio Software Technologies Pvt Ltd" <sunny.thakur@uffizio.com> - 07:00 - 14 Dec 2023 -
7 Microservices Interview Questions
7 Microservices Interview Questions
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Microservices are a popular way to structure software systems today. As companies grow bigger and use more cloud computing, microservices help tackle complexity.
In this issue, we review some key microservices concepts and common questions that come up in interviews:
What are microservices?
What issues do microservices aim to solve?
What new challenges do microservices introduce?
What are some popular microservices solutions?
How does monitoring and alerting work with microservices?
How are logs collected and analyzed?
What is a Service Registry?
Now let’s start with the definition of microservices.
1. What Are Microservices?
We can quote from Martin Fowler and Adrian Cockcroft on key aspects of microservices.
From Martin Fowler:
“The microservice architectural style is an approach to developing a single application as a suite of small services, each running in its own process and communicating with lightweight mechanisms, often an HTTP resource API. These services are built around business capabilities and independently deployable by fully automated deployment machinery. There is a bare minimum of centralized management of these services, which may be written in different programming languages and use different data storage technologies.”
From Adrian Cockcroft:
“Microservices are loosely coupled service-oriented architecture with bounded contexts.”
Key Aspects of Microservices
From the insightful definitions by Martin Fowler and Adrian Cockcroft, we can summarize these key aspects of a microservice architecture:
Decompose monolithic application into small, independent services. This allows different product teams to develop, test, and deploy services that align to specific business capabilities. Useful for large organizations to break down monolithic systems and improve productivity.
Loosely coupled services communicating via APIs. Frontend/backend components communicate via REST, whil inter-service communications use RPC for efficient request/response.
Carefully designed around bounded contexts. Each service has clear module boundaries and encapsulated domain logic to avoid tight coupling between services.
Enables effective DevOps practices. It is an important part of the microservice development methodology. Small, full-stack teams fully own specific services end-to-end. Containerization, automation, and container orchestration are used to effectively deploy microservices.
Horizontally scalable by design, resilient to failures. Services can scale out independently as needed. Built with fault tolerance in mind.
Decentralized governance and flexibility. Teams can choose whatever technology makes sense for their service.
Requires extensive monitoring and instrumentation due to:
Growth in services - As monoliths decompose into many independent services, the number of components to track grows quickly.
Infrastructure abstraction via containers/orchestrators - Runtime platforms like Kubernetes handle infrastructure. So monitoring must happen at the application code level using sidecars to aggregate logs, metrics and traces.
2. What Are the Differences Between SOA and Microservices?
Service-oriented architecture (SOA) and microservices architecture styles are important milestones in software architecture's evolution. The diagram below shows the progression of key architectural styles.
Service-oriented architecture emerged in the late 1990s to help manage enterprise software systems’ growing complexity. In the 2000s, SOA gained more industry attention and adoption by companies. However, SOA faced implementation complexity challenges.
Then in the 2010s, microservices architecture emerged in response to SOA’s limitations. Many large internet companies started adopting microservices to break down their services into smaller components. Microservices gained momentum with cloud computing’s evolution, as containers and orchestration tools made microservices' development, deployment, and monitoring easier.
Let’s compare their differences in more detail. The diagram below lists some of the differences.
The SOA architectural style offers coarse-grained services, typically a centralized approach where services are grouped by business functions and shared across multiple applications. The microservice style offers fine-grained service granularity through a decentralized approach where small, independent services perform specific functions within an application context.
The communication methods also evolve over time. SOA emphasizes uniform communication protocols and standardized interfaces for services to interact. Microservices lean towards diverse communication protocols and interfaces, often based on REST or message queues.
Cloud computing has evolved from Infrastructure-as-a-Service (IaaS) to Platform-as-a-Service (PaaS) to container-based PaaS. So microservice-based applications deploy on containers by default.
As the technical architecture changes, the organizational structure mirrors it (Conway’s law). So with microservices, the team structure requires multi-functional product teams. Each team focuses on a specific domain.
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by "ByteByteGo" <bytebytego@substack.com> - 11:39 - 14 Dec 2023 -
A vibrant sector in manufacturing is packed with good jobs. What will it take to fill them?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Gen Z and industrial work. Gen Z is largely indifferent to industrial work, new research shows. Just 14% of Gen Z respondents report that they would contemplate an industrial career, and 26% said that they would work in an industrial role only for the short term, per a recent survey of about 2,000 Gen Zers. However, offering opportunities to grow could convince Gen Zers to explore sectors such as logistics and manufacturing. More than 30% said that having a clear path to a promotion would make them consider taking an industrial job. [Fast Company]
•
Vacant jobs. Recent headlines chronicling the decline of US manufacturing have almost entirely overlooked a vibrant sector within manufacturing. The industrial technology sector, which we call the Titanium Economy, is brimming with high-quality jobs that could create opportunities for millions of workers, McKinsey senior partner Asutosh Padhi and coauthors share. Filling those jobs, however, is a different story. In the past decade, 2.4 million industrial jobs went unfilled in America, costing the US economy $2.5 trillion, McKinsey estimates.
•
Enticing younger workers. Industrial tech companies across the US are working to fill vacant positions. By giving employees clear pathways to advancement, one waste management company has attracted a younger, more energized workforce. (As of 2019, 50% of its workforce had not been born when the company was founded in 1975.) Read The Titanium Economy to learn what companies are doing to address labor shortages in manufacturing, and for more insights on Gen Z in the workplace, subscribe to our newsletter Mind the Gap.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:30 - 14 Dec 2023 -
Through the macroeconomic fog, CEOs are seeking growth
Re:think
FRESH TAKES ON BIG IDEAS
ON BUSINESS BUILDING
Why more CEOs are prioritizing building new businessesAri Libarikian
For CEOs, this period of macroeconomic uncertainty is different. Unlike in previous downturns, such as the dot-com bust and the financial crisis, we’re seeing CEOs prioritize medium- and long-term growth and disruption rather than just buckling down for near-term resilience measures. The latest McKinsey Global Survey on new-business building bears this out: one out of every two CEOs said business building is a top three priority and their biggest lever for growth.
Companies nowadays realize that they can’t just prioritize near-term resilience. They need to keep looking around the corner and building for the future. They’re asking questions like: Where is disruption coming from? Where will my business find new ways to drive revenue and innovate in new markets with products, services, and ways of serving customers? Then they’re building businesses around the answers to position their organizations for the future. Accelerating this wave is the emergence of generative AI, which makes companies think about how they can leverage large language models and all their data to speed up new-business building.
Why build a new business as opposed to adding features to an existing product or service? In many cases, the opportunity is in a fundamentally different space, and you can’t just piggyback; you need a different type of organization or a different product, or to serve different customers by using the strengths of the core business to scale into new areas. Also, building a successful new business typically requires an operating model that’s different from that of the core business. It’s more like a start-up, where you’re fast and agile, you’re testing and learning, and you’re building new technologies rather than leaning on legacy systems and processes. When you piggyback off existing businesses, as much as you try to speed it up, your maximum speed is limited by the constraints of the core business.
These have long been truisms about business building, but gen AI makes this moment unique. Gen AI can create insights, synthesize information, and help people—both employees and customers—do things much more quickly, inexpensively, and efficiently. It lets businesses take all the data they have accumulated and analyze it to create insights that can then be turned into value-adds for customers. If the whole idea of business building is to move faster to deliver differentiated value or experience for customers, gen AI puts the process on steroids, allowing companies to move much faster. It’s a game changer.“The latest McKinsey Global Survey on new-business building found that one out of every two CEOs said business building is a top three priority and their biggest lever for growth.”
But scaling a start-up is very different from managing a large, mature business. It requires thinking about what will be disruptive over the next three, five, or ten years, not just over the next 24 months. Leaders need to think differently about talent and incentives. There’s also the challenge of running a multimodel organization, in which the core is moving at one speed and the new business is moving at another, with different sets of objectives, cultural traits, and ways of working. Managing these separate spheres at multiple speeds to get maximum value for the enterprise is becoming another core requirement for CEOs.
It takes openness to a different way of working and some patience. Companies are not going to see financial results in just three or six months. It’s going to take time. It also takes a willingness to work with different kinds of people, such as by hiring entrepreneurial and founder types rather than seasoned corporate executives. And leaders need to create organizational separation between the core business and the start-up, making sure they avoid any kind of political rancor between the two sides. At the end of the day, it takes a lot of intestinal fortitude. Many new ideas will fail. It’s not about batting a thousand. It’s about making the portfolio work and having a couple hits that can scale.
Interestingly, in our survey we found that CEOs put business building higher on their list of priorities than their direct reports do. That’s because direct reports typically have shorter-term objectives. They have goals they’re trying to meet and typically less incentive to look around the corner. The CEO’s challenge includes how to bring these people along on this journey.Share Ari Libarikian's insights
ABOUT THIS AUTHOR
Ari Libarikian is a senior partner in McKinsey’s New York office and the global leader of Leap, McKinsey’s business-building practice.
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McKinsey insights for 2024
What are the mindsets and strategies that enable companies to outpace peers on revenue and profit growth? How can CEOs make the most of their relationships with CMOs? Will generative AI change the real estate industry? Are there innovative systems to measure—and stimulate—productivity? McKinsey’s experts will rethink these and other crucial business and leadership topics when this column returns in 2024.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:11 - 13 Dec 2023
