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• Save time and cut costs with Adobe Acrobat.

  Adobe

  Discover how you can boost your ROI.

  Everyday processes, enhanced. Based on a recent study conducted by Pfeiffer Consulting, read this report to discover how you can boost your ROI on Adobe Acrobat. Download Powerful digital document processes are finally within reach. Maximize the investment you’ve made into transforming your workflows by understanding exactly how you can harness Adobe Acrobat in your organisation. In this report, you’ll learn what it takes to: Give your team the right tools to do their best work. Transform routine tasks to accelerate workflows. Save time, cut costs and boost productivity across your entire organisation with Adobe Acrobat. Make the most of Acrobat’s built-in security and compliance features. Read Adobe’s Pfeiffer Report now.   Acrobat's got it.   Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. This is not a comprehensive list of all Adobe trademarks. For a full list, refer to the Adobe List of Trademarks. All other trademarks are the property of their respective owners. By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

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  by "Adobe Document Cloud" <demand@info.adobe.com> - 08:36 - 8 Nov 2023

• See Sumo Logic at AWS re:Invent in Las Vegas

  Sumo Logic

  Meet us at re:Invent | Sumo Logic booth #789 | Nov 27-30

  

  View in browser Hi Mohammad, AWS re:Invent in Las Vegas is the epicenter of all things cloud, and Sumo Logic looks forward to meeting you there! We were born in the cloud and have partnered with AWS from day one. The Sumo Logic AI-powered SaaS Log Analytics Platform accelerates cloud insights into action. Keep your mission-critical apps reliable and secure, break down silos, foster cross-team collaboration, troubleshoot AWS issues faster than ever, and simplify Dev, Sec and Ops. Stop by booth #789 for swag and to meet your friendly neighborhood Sumo Logic product experts, who are more than happy to demo our latest security and high-speed troubleshooting solutions. To meet up in person, schedule a meeting today. Best, The Sumo Logic Team p.s. Until then, check out the GigaOM Radar Report and read why Sumo Logic was honored three times for SIEM and cloud observability! Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 07:00 - 8 Nov 2023

• You’ve probably heard of Web3. But what is it, exactly?

  On Point

  Challenges faced by early Web3 adopters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities World Wide Web 3 In the news • Tools for financial inclusion. In the Global South, many regions contend with wealth inequality and political unrest. Web3-based tools there are providing new means for economic access and financial independence, according to an expert. For instance, a pan-African payment platform handles billions in cryptocurrency transactions, including in stablecoins. One reason for Africa’s embrace of stablecoins is that people want financial stability. There, young people often desire to work for digital assets, which may be more stable in value than local currencies. [Fortune] • Web3-enabled work. From having fixed to flexible schedules and from working in one place to anywhere in the world, people have seen the way they work redefined by the COVID-19 pandemic, digital technologies, and globalization. The transition to distributed, project-based work may expand economic access and the gig economy, tech experts say. Web3 applications and technologies such as blockchain are fueling this change, enabling workers to collaborate directly with clients and colleagues and allowing individuals to truly own their digital work. [HBR] The number of active users of Web3 gaming increased 60% in 2022. On McKinsey.com • Momentum in Web3. Web3 is the idea of a new, decentralized internet built on blockchains, which are distributed ledgers controlled communally by participants. If and when Web3 fully arrives, it will, in theory, signal a new era of the internet, one in which community-run networks control use and access. Interest in Web3 platforms and applications is increasing. In 2022, Web3 technologies netted $62 billion in equity investment, compared with $16 billion in 2018, according to Lareina Yee, chair of the McKinsey Technology Council, and coauthors. • Web3-related challenges. Web3 technologies are already being taken up by tech pioneers. But early Web3 adopters face several challenges. For one thing, Web3 has relatively poor user experience standards when compared with Web2 products, which have been fine-tuned over two decades of development. The utility of Web3 products, such as NFTs, also remains unclear to many consumers and enterprises. Read our McKinsey Explainer to explore three main technologies that support Web3 and some real-world examples. Comprehend Web3 — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:06 - 8 Nov 2023

• Shipping to Production

  Shipping to Production

  

  A book that I have been waiting for a long time is finally out: The Software Engineer's Guidebook, written by Gergely Orosz, a software engineer and author of 'The Pragmatic Engineer Newsletter.' Since the book is out, I contacted Gergely to inquire whether he would be willing to share a chapter with the newsletter audience. To my delight, he kindly agreed. The chapter I've chosen is 'Shipping to Production.' I hope you enjoy it.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more This is a sneak peek of today’s paid newsletter for our premium subscribers. Get access to this issue and all future issues - by subscribing today. Upgrade to paid Latest articles If you’re not a subscriber, here’s what you missed this month. A Crash Course in Kubernetes Redis Can Do More Than Caching The 6 Most Impactful Ways Redis is Used in Production Systems The Tech Promotion Algorithm: A Structured Guide to Moving Up A Crash Course in DNS To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Shipping to Production ByteByteGo Nov 7 ∙ Preview   READ IN APP   A book that I have been waiting for a long time is finally out: The Software Engineer's Guidebook, written by Gergely Orosz, a software engineer and author of 'The Pragmatic Engineer Newsletter.' Since the book is out, I contacted Gergely to inquire whether he would be willing to share a chapter with the newsletter audience. To my delight, he kindly agreed. The chapter I've chosen is 'Shipping to Production.' I hope you enjoy it. You can check out the book here: The Software Engineer's Guidebook As a tech lead, you’re expected to get your team’s work into production quickly and reliably. But how does this happen, and which principles should you follow? This depends on several factors: the environment, the maturity of the product being worked on, how expensive outages are, and whether moving fast or having no reliability issues is more important. This chapter covers shipping to production reliably in different environments. It highlights common approaches across the industry, and helps you refine how your team thinks about this process. We cover: Extremes in shipping to production Typical shipping processes at different types of companies Principles and tools for shipping to production responsibly Additional verification layers and protections Taking pragmatic risks to move faster Additional considerations for defining a deployment process Selecting an approach 1. EXTREMES IN SHIPPING TO PRODUCTION Let’s start with two “extremes” in shipping to production: YOLO shipping The You Only Live Once (YOLO) approach is used for many prototypes, side projects, and unstable products like alpha/beta versions. It’s also how some urgent changes make it into production. The idea is simple, make a change in production and check if it works in production. Examples of YOLO shipping include: SSH into a production server → open an editor (e.g. vim) → make a change in a file → save the file and/or restart the server → see if the change works. Make a change to a source code file → force land this change without a code review → push a new deployment of a service. Log on to the production database → execute a production query to fix a data issue (e.g. modifying records with issues) → hope this fixes the problem. YOLO shipping is as fast as it gets when shipping a change to production. However, it also has the highest risk of introducing new issues into production because there is no safety net. For products with few to zero production users, the damage done by introducing bugs into production can be low, so this approach is justifiable. YOLO releases are common for: Side projects Early-stage startups with no customers Mid-sized companies with poor engineering practices Resolving urgent incidents at places without well-defined incident handling practices As a software product grows and more customers rely on it, code changes need to go through extra validation before production. Let’s go to the other extreme: a team obsessed with doing everything possible to ship zero bugs into production. Thorough verification through multiple stages This is an approach used for mature products with many valuable customers, where a single bug can cause major problems. This rigorous approach is used if bugs could result in customers losing money, or make them switch to a competitor’s offering. Several verification layers are in place, with the goal of simulating the real world with greater accuracy, such as: Local validation. Tooling for software engineers to catch obvious issues. CI validation. Automated tests like unit tests and linting on every pull request. Automation before deploying to a test environment. More expensive tests such as integration tests or end-to-end tests, before deployment to the next environment. Test environment #1. More automated testing, like smoke tests. Quality assurance engineers might manually exercise the product, running manual tests and doing exploratory testing. Test environment #2. An environment where a subset of real users – such as internal company users or paid beta testers – exercise the product. The environment is coupled with monitoring and the rollout is halted upon sign of a regression. Pre-production environment. An environment in which the final set of validations are run. This often means running another set of automated and manual tests. Staged rollout. A small subset of users get the changes, and the team monitors for key metrics to remain healthy, and checks customer feedback. A staged rollout strategy depends on the riskiness of the change being made. Full rollout. As the staged rollout increases, at some point changes are pushed to all customers. Post-rollout. Issues arise in production, for which monitoring and alerting is set up, and also a feedback loop with customers. If there’s an issue, it’s dealt with by the standard oncall process. We discuss this process more in Part 5: “Reliable software engineering.” A heavyweight release process is used by: Highly regulated industries, such as healthcare, aviation or automotive. Telecommunications providers, where it’s common to have ~6 months of thorough testing of changes before major changes are shipped to customers. Banks, where bugs could cause financial losses. Traditional companies with legacy codebases with little automated testing. These places want to keep quality high and are happy to slow down releases by adding verification stages. 2. TYPICAL SHIPPING PROCESSES Different companies tend to take different steps in shipping to production. Below is a summary of typical approaches, highlighting the variety of processes: Startups Startups typically do fewer quality checks. These companies tend to prioritize moving fast and iterating quickly, and often do so without much of a safety net. This makes perfect sense if they don't have customers yet. As customers arrive, teams need to find ways to avoid regressions and the shipping of bugs. Startups are usually too small to invest in automation, and so most do manual QA – including the founders being the ‘ultimate’ testers, while some places hire dedicated QA folks. As a company finds its product-market fit, it’s more common to invest in automation. And at tech startups that hire strong engineering talent, these teams can put automated tests in place from day one. Traditional companies These places tend to rely more heavily on QAs teams. Automation is sometimes present at more traditional companies, but typically they rely on large QA teams to verify what is built. Working on branches is also common; it's rare to have trunk-based development. Code mostly gets pushed to production on a weekly schedule or even less frequently, after the QA team verifies functionality. Staging and UAT (User Acceptance Testing) environments are more common, as are larger, batched changes shipped between environments. Sign-off is required from the QA team, the product manager, or the project manager, in order to progress the release to the next stage. Large tech companies  These places typically invest heavily in infrastructure and automation related to shipping with confidence. Such investments often include automated tests which run quickly and deliver rapid feedback, canarying, feature flags and staged rollouts. These companies aim for a high quality bar, but also to ship immediately when quality checks are complete, working on trunk. Tooling to deal with merge conflicts becomes important, given that some places can make over 100 changes on trunk per day. For details on QA at Big Tech, see the article How Big Tech does QA. Meta’s core product Facebook, as a product and engineering team, merits a separate mention, because this organization has a sophisticated and effective approach few other companies use. This Meta product has fewer automated tests than many would assume, but on the other hand, Facebook has an exceptional automated canarying functionality, where the code is rolled out through 4 environments, from a testing environment with automation, through one that all employees use, then through a test market that is a smaller geographical region, and finally to all users. At each stage, the rollout automatically halts if the metrics are off. 3. PRINCIPLES AND TOOLS What are principles and approaches worth following for shipping changes to production responsibly? Consider these: Development environments Use a local or isolated development environment. Engineers should be able to make changes on their local machine, or in an isolated environment unique to them. It’s more common for developers to work in local environments. However, places like Meta are shifting to remote servers for each engineer. From the article, Inside Facebook’s Engineering culture: “Most developers work with a remote server, not locally. Starting from around 2019, all web and backend development is done remotely, with no code copied locally, and Nuclide facilitating this workflow. In the background, Nuclide was using virtual machines (VMs) at first, later moving to OnDemand instances – similar to how GitHub Codespaces works today – years before GitHub launched Codespaces.  Mobile development is still mostly done on local machines, as doing this in a remote setup, as with web and backend, has tooling challenges.” Verify locally. After writing the code, do a local test to ensure it works as expected. Testing and verification Consider edge cases and test for them. Which obscure cases does your code change need to account for? Which real-world use cases haven’t you accounted for yet? Before finalizing work on the change, compile a list of edge cases. Consider writing automated tests for them, if possible. At least do manual testing. Coming up with a list of unconventional edge cases is a task for which QA engineers or testers can be very helpful. Write automated tests to validate your changes. After manually verifying your changes, exercise them with automated tests. If following a methodology like test driven development (TDD,) you might do this the other way around by writing automated tests first, then checking that your code change passes them. Another pair of eyes: a code review. With your code changes complete, put up a pull requests and get somebody with context to look at your code changes. Write a clear, concise description of the changes, which edge cases are tested for, and get a code review. All automated tests pass, minimizing the risk of regressions. Before pushing the code, run all the existing tests for the codebase. This is typically done automatically, via the CI/CD system (continuous integration/continuous deployment.)... Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 10:38 - 7 Nov 2023

• Your invitation: Join New Relic's user meetup in Amsterdam on 16 November

  Hello,

  I’m Harry Kimpel, Principal Developer Relations Engineer at New Relic, and I’d like to invite you to our next user meetup in Amsterdam. Join other local users at 2pm on Thursday 16th November at droog for food, drinks, swag, and of course—data talk. We’ll also wrap up the day with a boat trip along the canal with wine and cheese.

  In this meetup, you’ll learn dev toolchain best practices connecting APM, infrastructure, and logs, in addition to next-gen telemetry: OTel, security and lAST. We’ll also show you around Grok, our new GenAI observability assistant, that translates human speak into queries, and query results into simple explanations. Get the latest on our product roadmap and new releases. There will be multiple giveaways on the day too.

  AGENDA

  • 2:00pm: Arrival, networking, and refreshments
  • 2:30pm: What’s new and what’s next in observability
  • 3.00pm: Data talks
  • Convergence: security and IAST
  • Connected: Dev toolchain: APM, infra and logs
  • Next Gen Telemetry - OTel
  • AI: New Relic generative AI and Grok
  • 4:00pm: NRQL function of the day
  • 4:15pm: All your questions answered by our experts
  • 4:30pm: Enjoy a boat trip with cheese and wine along the canal

  Register Now

  Share this invitation with your colleagues. Everyone is welcome.

  We look forward to seeing you there!

  Best regards,
  Harry Kimpel,
  Principal Developer Relations Engineer, EMEA
  

  

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  by "Harry Kimpel" <emeamarketing@newrelic.com> - 03:05 - 7 Nov 2023

• Innovative growers: A view from the top

  Invest productively ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey’s Strategy & Corporate Finance Practice New from McKinsey Quarterly Innovative growers: A view from the top McKinsey research shows that a focus on aspiration, activation, and execution can help companies out-innovate and outgrow peers. Invest productively Related Reading Choosing to grow: The leader’s blueprint  The triple play: Growth, profit, and sustainability  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 11:39 - 6 Nov 2023

• Competition is fierce. How can consumer companies ‘rewire’ their enterprises to grow?

  On Point

  What high-performing operating models do ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities How consumer companies outcompete In the news • Freebies. Since digital marketing can be expensive, many companies are relying on a tried-and-true method—passing out free samples—to get their products in front of consumers. By offering Halloween cookies, locally made cashew butter, and other items throughout stores in the US, brands that have exhausted their online marketing opportunities can gain exposure to new customers, an expert says. One global snack company hands out free samples of seasonal items to make consumers aware of new products such as holiday-themed desserts. [Bloomberg] • Price pressures. For years, consumer goods companies have struggled to absorb the rising costs of materials, transportation, and labor. Passing along some of those outlays helped companies cope with surging expenses. Now, as cost pressures moderate, leaders and investors are asking if continued price increases are necessary. After one French grocery chain recently placed price warnings on food products like chocolate and tea, consumer companies might confront increased calls for them to reduce prices throughout Europe. [Reuters] In our survey of retail and consumer goods employees, 65% have recently begun to pilot agile ways of working, but only 10% have rolled them out across the organization. On McKinsey.com • Harder choices. Leaders of consumer companies are navigating economic uncertainty, a tough labor market, and geopolitical conflicts—all while consumers keep changing their habits and preferences. Today’s business leaders face harder choices, McKinsey partner Shaun Callaghan and coauthors explain. They can no longer focus on either growth or profitability; shareholders demand both. Digital technologies are becoming essential to every part of the business. Furthermore, with competition stiffening, companies should be both local and global. • Operating-model makeover. Most consumer leaders recognize that their traditional operating model isn’t nimble enough. A high-performing consumer enterprise’s organizational structure should advance key priorities, with the consumer/customer at the center. Our Voice of Consumer Organizations Survey found that 90% of respondents at high-performing companies have a solid understanding of their organizations’ North Star strategic priorities. Discover how consumer leaders can “rewire” their enterprises to enable superior growth and innovation. Outrun the competition — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:06 - 6 Nov 2023

• Last Chance! API Management Best Practices [Webinar]

  SmartBear

  SmartBear recognized in 2023 Gartner® Magic Quadrant ™

  VIEW IN BROWSER Hi Abul, Understanding the complex API landscape and determining the right tools and resources for creating high-quality APIs can be a challenging task. That's why we'd like to invite you to our upcoming webinar, where we'll discuss our placement in the Gartner® Magic Quadrant™ as a Visionary and how we're addressing your evolving needs to deliver top-notch API management tools. In this webinar, we will dive into the following topics: · The evolution to a gateway-agnostic API management strategy (aka "the great unbundling") · Understanding the crucial role of internal and external API management · A sneak peek into what’s coming from SmartBear in 2024   Register Now   Abby Myers Growth Marketing SmartBear

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

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  by "SmartBear API Team" <api-lifecyle-team@smartbearmail.com> - 08:44 - 6 Nov 2023

• School Bus Tracking Software Equipped with Top-Notch Features to Safe Guard Students

  School Bus Tracking Software Equipped with Top-Notch Features to Safe Guard Students

  Get a 360-degree view of student attendance, pickups/drops, safety, driving patterns, routes, delays, etc.

  Download E-book Our advanced school bus tracking software is designed to be user-friendly and cost-effective, making it an excellent choice for managing school bus operations. Different Users Different apps Key Features Provide school buses with advanced tools to reduce workload and increase productivity. Get a Demo www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Uffizio Software Technologies Pvt Ltd" <sunny.thakur@uffizio.com> - 06:00 - 6 Nov 2023

• Coming Dec 4-6: Take a deep dive into AI and HPC at this oneAPI DevSummit.

  Coming Dec 4-6: Take a deep dive into AI and HPC at this oneAPI DevSummit.

  Immerse yourself in this free two-day virtual event focused on cross-platform development and future technologies.

  Onboarding Day: December 4, 9:00am – 10:30am CT AI: December 5, 9:00am – 5:00pm CT HPC: December 6, 9:00am – 3:30pm CT Register now Are you a researcher, data scientist, or developer looking to build AI applications that seamlessly scale cross-architecture and edge-to-cloud? Perhaps you have an existing AI or HPC-based application and want to learn how oneAPI can help you quickly and efficiently optimize it for your hardware of choice? If the answer is yes, join renowned industry experts for a deep dive into oneAPI cross-architecture software development spanning: AI and analytics using industry-standard frameworks and tools, performance-optimized by oneAPI What’s new with oneAPI, including the Intel® AI Analytics and HPC Toolkits Overviews of key performance analysis tools, including how to use them and where to get them The latest on the oneAPI specification Hands-on workshops We hope to see you there! Register now View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Events & Tradeshows. To view and manage your marketing-related email preferences with Intel, please click here. © 2023 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

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  by "Intel Developer Zone" <intel@plan.intel.com> - 12:26 - 6 Nov 2023

• They’re not buying it: A leader’s guide to better marketing tactics

  On the market ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The vagaries of consumer sentiment are keeping marketers on their toes. Our recent research shows that in response to the US economy’s mixed signals, shoppers are behaving in contradictory ways: they are still spending but trading down to less expensive products, while splurging occasionally. And increasingly, consumers are omnichannel—they buy on the web, in physical stores, on social media, or through emails, apps, and other digital spaces. In this complex environment, leaders may find it challenging to identify the precise mix of marketing strategies for their target consumers. We’re here to help. AN IDEA Make marketing a growth partner “Many C-suite members underestimate marketing’s potential to create growth, despite the rapid growth in marketing capabilities,” observe McKinsey senior partner Marc Brodherson and colleagues. For example, a fast-food company was spending $150 million a year on marketing, but its brand was almost “invisible,” in the view of its CEO. The solution was to hire a marketing leader with a clear mandate to innovate and use marketing to expand transactions and sales. By working with the finance function to quantify marketing’s impact, the chief marketing officer (CMO) was able to help the company accelerate its year-over-year top-line growth. “Companies with CEOs who view marketing and branding as one of their top two growth levers are much more likely to experience growth than those who do not,” note the McKinsey experts. “It’s imperative for CEOs and CMOs to prioritize the same metrics to ensure they are working toward the same objectives.” A BIG NUMBER 3 That’s the number of possible ways to take an investor approach to marketing, according to McKinsey senior partners Julien Boudet, Kelsey Robinson, and their coauthors in a McKinsey Quarterly article on how marketing can strengthen resiliency. Marketing budgets are often the first to be cut during uncertain times, but this could be a mistake. A better move may be to adopt an investor mindset: trimming inefficient spending and reinvesting the savings in areas with greater potential for returns. A telecom company saved $65 million a year by streamlining its advertising agency model—it retained a few larger agencies for inspiration and ideas but set up an in-house agency and new partnerships for routine and low-cost work. A QUOTE “Modern marketing is the ability to harness the full capabilities of the business to provide the best experience for the customer and thereby drive growth.” That’s McKinsey partner Dianne Esber and colleagues on what makes today’s marketing initiatives different from those of the past. “It’s less about changing what marketing does and more about transforming how the work is done,” they say. For example, traditional one-size-fits-all campaigns may need to be replaced by more nimble content creation that can be adjusted as needed. Marketers may also need to hire content producers and designers who are more data-savvy than was necessary in the past. Our research indicates that companies that successfully integrate data and creativity grow their revenues at twice the average rate of S&P 500 companies. A SPOTLIGHT INTERVIEW Forming unique, highly personalized connections with customers is a critical ingredient in marketing success. Long before generative AI made hyperpersonalization possible, executives at McDonald’s were digitizing the company’s restaurants to engage closely with customers. “We have the ability to personalize the menu through our outdoor digital menu boards,” says Daniel Henry, the former executive vice president and chief information officer at McDonald’s, in a discussion with McKinsey senior partner Naufal Khan. “The opportunities to personalize are powerful. How do we give the customer trending items? How do we merchandise to them in a targeted way?” Customers are at the heart of the company’s acquisitions, technology deployment, and data management practices, Henry adds. “When you’re a product-obsessed organization, you think about the consumer before the technology. Technology by itself means nothing.” LOST IN TRANSLATION Many cross-cultural marketing gaffes have become the stuff of corporate legend. Urban myths or not, these faux pas illustrate that even the most sophisticated marketers can stumble when products and services are released internationally. Cultural differences can be subtle, unexpected, and nuanced across countries and regions, so a sweeping “Asia” or “Europe” marketing strategy is likely headed for failure. As the world’s consumer landscape undergoes dramatic shifts, companies may need to define their target markets with ever greater precision. For example, our research shows that in an urban setting, businesses must “continually adapt to evolving demographics and consumption patterns of cities—and even in neighborhoods within cities.” Lead by marketing effectively. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe  Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:17 - 6 Nov 2023

• APC Back-UPS Connect is here

  Schneider Electric

  East Asia Partner Newsletter   >ดูออนไลน์       APC Back-UPS Connect is here!   Continue connectivity with APC's Back-UPS connect to maximise you broadband availability. Especially suitable for your distributed devices including your mesh Wi-Fi.   Click to learn more       Smart UPS Ultra 10kW   The industry's smallest and lightest UPS from 2.2kW - 10kW to cover all your needs in edge deployment, with their unique ultra slim and flexible design. Now available in 8kW and 10kW.   Learn more       Access our training center!   Complete your registration to mySchneider today to expand your knowledge on our products and solutions & stay up to date on industry trends.   Start now       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 01:01 - 6 Nov 2023

• When times are tough, marketing budgets are often cut. Here’s why that’s shortsighted.

  On Point

  How to think like a CFO ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The MO of a CMO In the news • Shrinking budgets. An uncertain economy is prompting UK companies to reduce spending, with the third quarter of 2023 delivering the weakest growth in total marketing budgets since the fourth quarter of 2022, per a joint report from a UK trade group and S&P Global. Executives are expected to cut advertising-campaign funding, with full-year spend dropping by 0.6% in 2023 and by 0.4% in 2024. About one-quarter of marketing executives said they were downbeat about industry-wide financial prospects, roughly twice the amount that said they were confident. [MarketingWeek] • Financial blunders. When the business environment is unpredictable, executives may be tempted to prioritize short-term goals at the expense of longer-term growth. Reducing a company’s marketing budget during an economic downturn is one financial slipup that many leaders make, says one founder and CEO. Spending prudently makes sense, but marketing builds connections between brands and audiences. When the economy recovers, companies that haven’t invested in marketing may find that consumers have forgotten them. [Fast Company] “Companies that focus on growth—usually in marketing and other functions—grow 150 percentage points higher than their sector peers who don’t.” On McKinsey.com • Think like a CFO. When times are tough, marketing is always one of the first items on the chopping block, McKinsey senior partner Kelsey Robinson shares on a recent edition of The McKinsey Podcast. Chief marketing officers (CMOs) who realize that effective marketing actually propels growth will apply an investor mindset to marketing. That means thinking a little more like a CFO, Robinson explains. Eliminating inefficient spend can lead to most companies saving 10% to 20% without even cutting the budget. Those dollars can be reinvested in high-growth marketing strategies. • Billions in revenue. Commerce media is expected to deliver more than $100 billion in revenue to US companies by the end of 2026, McKinsey research finds. Using a retailer’s commerce media network can help brands connect their spending on advertisements more directly to the purchaser, improve ad targeting, and gain better insight into their audiences, Robinson says. Discover three things marketing leaders who face potential budget cuts can do to signal that marketing is a critical part of an organization’s recovery and long-term resilience. Market like an investor — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:43 - 6 Nov 2023

• The week in charts

  The Week in Charts

  Microaggressions in the workplace, unspent federal relief funds, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored microaggressions in the workplace, unspent federal relief funds, increasing demand for minerals, consumers’ shifting spending habits, and generative AI’s automation potential. FEATURED CHART Marginalized groups bear the brunt of microaggressions See more This week’s other select charts Deadline to spend school dollars Clean energy is so metal What loyalty? Automatic for the people Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 02:14 - 4 Nov 2023

• EP84: Top 12 Tips for API Security

  EP84: Top 12 Tips for API Security

  

  This week’s system design refresher: *BIG* Announcement: We’ve launched an Instagram account Top 12 Tips for API Security Our Recommended Materials For Cracking Your Next Tech Interview (Youtube video) How To Release A Mobile App Git Vs Github *BIG* Announcement: We’ve launched an Instagram account  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a paid subscriber, here’s what you missed this month. A Crash Course in Kubernetes Redis Can Do More Than Caching The 6 Most Impactful Ways Redis is Used in Production Systems The Tech Promotion Algorithm: A Structured Guide to Moving Up A Crash Course in DNS To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid EP84: Top 12 Tips for API Security ByteByteGo Nov 4   READ IN APP   This week’s system design refresher: *BIG* Announcement: We’ve launched an Instagram account Top 12 Tips for API Security Our Recommended Materials For Cracking Your Next Tech Interview (Youtube video) How To Release A Mobile App Git Vs Github *BIG* Announcement: We’ve launched an Instagram account We will post more instagram reels, shorts and diagrams If you're interested in seeing more, make sure to subscribe to our Instagram account here: https://www.instagram.com/bytebytego/ Top 12 Tips for API Security Use HTTPS Use OAuth2 Use WebAuthn Use Leveled API Keys Authorization Rate Limiting API Versioning Whitelisting Check OWASP API Security Risks Use API Gateway Error Handling Input Validation 😘 Kiss bugs goodbye with fully automated end-to-end test coverage (Sponsored) QA Wolf offers a cost-effective approach to getting 80% test coverage in just 4 months. And they guarantee zero flakes. They build and maintain your test suite in Playwright + include unlimited parallel test runs on their infrastructure. The benefit? No more manual e2e testing, no more slow QA cycles, and no more bugs. QA Wolf has multiple case studies of customers saving $200k+/year in QA engineering and infrastructure costs. Schedule a demo to learn more. PS: They have a 4.8/5 star rating on G2. Learn more Our Recommended Materials For Cracking Your Next Tech Interview How To Release A Mobile App The mobile app release process differs from conventional methods. This illustration simplifies the journey to help you understand. Typical Stages in a Mobile App Release Process: Registration & Development (iOS & Android): - Enroll in Apple's Developer Program and Google Play Console as iOS and Android developer - Code using platform-specific tools: Swift/Obj-C for iOS, and Java/Kotlin for Android Build & Test (iOS & Android): Compile the app's binary, run extensive tests on both platforms to ensure functionality and performance. Create a release candidate build. QA: - Internally test the app for issue identification (dogfooding) - Beta test with external users to collect feedback - Conduct regression testing to maintain feature stability Internal Approvals: - Obtain approval from stakeholders and key team members. - Comply with app store guidelines and industry regulations - Obtain security approvals to safeguard user data and privacy App Store Optimization (ASO): - Optimize metadata, including titles, descriptions, and keywords, for better search visibility - Design captivating screenshots and icons to entice users - Prepare engaging release notes to inform users about new features and updates App Submission To Store: - Submit the iOS app via App Store Connect following Apple's guidelines - Submit the Android app via Google Play Console, adhering to Google's policies - Both platforms may request issues resolution for approval Release: - Upon approval, set a release date to coordinate the launch on both iOS and Android platforms Over to you: What's the most challenging phase you've encountered in the mobile app release process? Git Vs Github Dive into the fascinating world of version control. First, meet Git, a fundamental tool for developers. It operates locally, allowing you to track changes in your code, much like taking snapshots of your project's progress. This makes collaboration with your team a breeze, even when you're working on the same project. Now, let's talk about GitHub. It's more than just a platform; it's a powerhouse for hosting Git repositories online. With GitHub, you can streamline team collaboration and code sharing. Learning Git and GitHub is a fundamental part of software engineering, so definitely try your best to master them. Latest articles Here are the latest articles you may have missed: Understanding Database Types Mastering the Art of API Design Password Authentication Password Authentication Passwordless Authentication What, Why, and Where is Cache? Cache Replacement and Invalidation Distributed cache, Cache strategies Managing Operational Challenges in Caching Monolithic Application Caching, Object Store, Modular Monoliths, Microservices Modern Frontend Frameworks and Hosting Platforms Scaling Modern Startup Stack To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 10:37 - 4 Nov 2023

• The state of women at work: Progress and opportunities

  Plus, how financial institutions can reinvent themselves ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Monthly Highlights, November 2023 While women have been making strides in the C-suite, workplaces have a long way to go before achieving true gender parity, according to the latest Women in the Workplace report, coauthored by McKinsey’s Emily Field, Alexis Krivkovich, and Lareina Yee, in partnership with LeanIn.Org. This month’s featured report looks at the common myths about women’s workplace experiences and career advancement, the specific biases and barriers faced by Asian, Black, Latina, and LGBTQ+ women and women with disabilities, and clear solutions that organizations can implement to make meaningful progress toward gender equality. Other highlights in this month’s issue include the following topics: • how financial institutions need to reinvent themselves in the face of major structural and macroeconomic shifts • what generative AI will mean for workers • the trends shaping the world’s future energy systems • the diverse spectrum of global trade flows Editor’s choice Women in the Workplace 2023 Women are more ambitious than ever, and workplace flexibility is fueling them. Yet despite some hard-fought gains, women’s representation is not keeping pace. That’s according to the latest Women in the Workplace report from McKinsey, in partnership with LeanIn.Org. Rise to the moment  THIS MONTH's HIGHLIGHTS Global Banking Annual Review 2023: The Great Banking Transition Banking profits are up, thanks to rising interest rates, but financial institutions globally need to reinvent themselves in the face of major structural and macroeconomic shifts. 5 priorities Gen AI and the future of work Generative AI is front and center for nearly every industry and is poised to change just about everything. What will it mean for your workers? Dive deeper Global Energy Perspective 2023 In an evolving energy landscape, our Global Energy Perspective 2023 provides insights into long-term trends that will shape the energy transition. Imagine what’s possible Global Trade Explorer To navigate a more complex and challenging era requires deeper understanding of the full picture of the evolution of global trade flows and the interdependencies and networks created by them. Enter our digital experience Courageous growth: Six strategies for continuous growth outperformance Fewer than one in four companies outpace their industry peers on revenue and profit growth. New McKinsey research reveals the six mindsets and strategies that set these growth outperformers apart. 6 strategies How to gain and sustain a competitive edge through transformation Our latest research confirms that a comprehensive approach to transformation, which enables mindset and behavior changes at scale, is crucial to success—including when it comes to outperforming peers. 7 actions ALSO New Beyond ‘quiet luxury’: Brunello Cucinelli’s billion-dollar growth formula Employee experience still matters: Talent retention at GCCs The Committed Innovator: How Major League Baseball built an innovation machine ‘Zero consumers’: What they want and why it matters Fintechs: A new paradigm of growth The power of partnership: How the CEO–CMO relationship can drive outsize growth Cementing your lead: The cement industry in the net-zero transition Forward Thinking on the existential issues facing the middle classes in every country with Homi Kharas Funnel vision: Marketing with an investor mindset Manufacturing Africa’s future: Jobs, growth, and sustainability Author Talks: Am I making myself clear? For US consumers, it’s a matter of ‘and’—not ‘or’ The future of real estate in a hybrid world DON’T MISS: The expansive, explosive potential of gen AI Creating real value from gen AI is challenging, so here’s a deep dive into the kind of strategic thinking needed to make the most of this remarkable technology. See the latest issue of the McKinsey Quarterly  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists McKinsey Chart of the Day See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth. Dive in McKinsey Classics Is artificial intelligence as prone to bias as the real thing it emulates? Read our 2017 classic “Controlling machine-learning algorithms and their biases” to learn more. Rewind Leading Off Our Leading Off newsletter features revealing research and inspiring interviews to empower you—and those you lead. Subscribe now — Edited by Eleni Kostopoulos, managing editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you are a registered member of our Monthly Highlights newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 10:03 - 4 Nov 2023

• Meet the zero consumer

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS FOR THE C-SUITE Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities We understand the challenges of the C-suite, and we’re committed to helping CEOs, both present and future, do the best they can—for their organizations and for the environment. In this edition, we look at what it will take to get to net zero, sonic superpowers, and more. We hope you enjoy the read. —Liz and Homayoun What’s new Phygital. Quick commerce. RMNs. Zero clue what we’re talking about? These are all ways to reach a rapidly growing group we’re calling zero consumers. Why zero? These shoppers have zero boundaries as to where they shop; zero interest in the midrange, preferring to scrimp and splurge; zero brand loyalty; and they commit to brands working to achieve net zero. Learn four ways organizations can zero in on this diverse and expanding segment in ‘Zero consumers’: What they want and why it matters, a new article by Resil Das, Surbhi Kalia, and Dymfke Kuijpers. What’s now Product and platform is not plug and play. More and more companies in every industry are switching the operating model for their technology teams to so-called product and platform, an organizational approach adopted from technology firms. It’s a key takeaway from organizations that are rewiring to outcompete. But getting it right isn’t easy. Clear a path for your digital transformation with The big product and platform shift: Five actions to get the transformation right, by Rushabh Gala, Naufal Khan, Ling Lau, Gautam Lunawat, and Anindita Pal. What’s next COP is coming. This year, the conference will review the first-ever global stocktake, a report on the progress the world has made toward net zero. As we brace for some tough news, it’s worth revisiting the McKinsey Global Institute’s estimate of what’s at stake in The net-zero transition: What it would cost, what it could bring, our flagship climate report. What’s needed Sounds like a superpower. The CEO of Bose told us why she thinks the company’s devotion to sound quality sets it apart: “Sound is not an accessory or something we do on the side: it’s everything we do.” That’s the kind of focus we’ve discovered is characteristic of companies with superpowers. Here’s some noise you won’t want to cancel: Leading through disruption requires ‘the gene for change,’ an interview with Lila Snyder. We hope you find these ideas inspiring and helpful. See you in two weeks with four more McKinsey insights for the CEO and others in the C-suite.  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The CEO Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 03:50 - 3 Nov 2023

• Are you struggling to keep up with generative AI? Here’s a quick take.

  On Point

  Gen AI in 15 charts ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Generative AI roundup In the news • A helping hand. While some organizations may be attracted to generative AI’s (gen AI’s) ability to cut costs through automation and possibly reduce head count, experts warn that overfocusing on automation could result in the disappearance of valuable human expertise. AI experts instead recommend that workers learn to work in partnership with AI. A recent study found that when gen AI was used at a customer service center, overall employee productivity increased an additional 14%—and early-career workers’ productivity jumped by 30%. [FT] • An evolving workplace. Many executives believe that AI’s cognitive capabilities could reach those of humans in a few years’ time. As talent shortages persist, business leaders are considering how their organizations can generate value without as many workers, a US professor shares. Envisioning a future with fewer workers may be faulty, however, as leaders who think only of immediate gains might miss the bigger picture of how entire parts of the business may need to be reimagined. Leaders could instead consider how the workforce will evolve with AI, and what new skills workers will need to acquire. [HBR] Professionals in fields such as education, law, technology, and the arts are likely to see parts of their jobs automated sooner than previously expected. On McKinsey.com • So many questions. Ever since ChatGPT made its public debut, businesses have been racing to capture its value. While previous waves of automation technology mostly affected physical work activities, gen AI is likely to have the biggest effect on knowledge work, particularly activities involving decision making and collaboration, find global leader of McKinsey Digital Rodney Zemmel and coauthors. It’s no wonder so many questions are now being asked, including what kinds of jobs gen AI will most affect and how workers feel about the technology. • Boosting global GDP. McKinsey has found that gen AI could substantially increase labor productivity across the economy. But for this to succeed, workers whose jobs are affected will need to shift to other work activities that allow them to at least match their 2022 productivity levels. In the meantime, if workers are supported in learning new skills and, in some cases, changing occupations, stronger global GDP growth could translate to a more sustainable, inclusive world. See our visual Explainer for 15 charts on the future of gen AI. Keep up with gen AI — Edited by Katherine Tam, editor, New York Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:23 - 3 Nov 2023

• The Indian travel market, corporate venture capital, resilient leadership, and more big reads for the weekend

  Unwind with these reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities It’s November and fall is in full swing in the Northern Hemisphere. Take a moment this weekend to catch up on the week’s essential reads on the potential of Indian tourists, corporate venture capital, riding the waves of resilience, and more. India is set to be an important global source market for leisure travel. Through nine charts, McKinsey’s Divya Aggarwal, Margaux Constantin, Kanika Kalra, and Neelesh Mundra unpack trends and opportunities in the Indian travel market. Seize the opportunities McKinsey’s Matt Banholzer and Sid Ramtri discuss why companies should consider corporate venture capital (CVC) as a way to boost innovation, how they should approach it, and what they can expect from it. Boost innovation Suzanne Heywood, chief operating officer of Exor Group and McKinsey alumna, talks to McKinsey’s Carolyn Dewar about her decade-long sea voyage as a child and how grappling with isolation paved the way for resilient leadership. Take the journey Insights to Impact, our weekly briefing on sustainable and inclusive growth, explores the CEO–CMO relationship, nonfinancial risk management, and more. Subscribe to the new newsletter QUOTE OF THE DAY “AI is an accelerant; disruption from technology invariably comes, and now it’s coming faster.” —Janet Bannister, the founder and managing partner of Staircase Ventures, on the role of AI in technology in “How CFOs can adopt a VC mindset: Staircase Ventures’ Janet Bannister” chart of the day See the chart Ready to unwind? Forward Thinking on why we ignore inflation—from ancient times to the present—at our peril with Stephen King “We need to talk about inflation. It’s unfair. It’s not democratic, it’s a terrible thing to unleash on society. And I think many of us have forgotten what damage it can do,” says a leading British economist. Focus on what matters  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  54-Across: Yale University and its environs? Know the answer? Test yourself with the latest The McKinsey Crossword: Ghostwriting | No. 152. Trick or treat  —Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 11:29 - 2 Nov 2023

• Forward Thinking on why we ignore inflation—from ancient times to the present—at our peril with Stephen King

  Focus on what matters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Forward Thinking on why we ignore inflation—from ancient times to the present—at our peril with Stephen King “We need to talk about inflation. It’s unfair. It’s not democratic, it’s a terrible thing to unleash on society. And I think many of us have forgotten what damage it can do,” says a leading British economist. Focus on what matters Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking podcast. Subscribe via Google Podcasts, Apple Podcasts, Spotify, or Amazon Music. Related Reading Why you can’t tread water when inflation is persistently high  What is inflation?  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Global Institute" <publishing@email.mckinsey.com> - 11:57 - 2 Nov 2023