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[Online workshop] Level up your Kubernetes observability with New Relic
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Are you familiar with Kubernetes, but want to gain a deeper understanding of some powerful kubectl commands to explore the cluster, work with labels, annotations and Helm settings to configure your environment from an observability perspective using the Prometheus agent? Then this interactive workshop is for you.
Register for our free workshop, "Level up your Kubernetes observability with New Relic" on 22nd February at 10 am GMT/ 11 am CET to learn how to get hands-on with a working Kubernetes environment, improve your understanding of the Prometheus Agent and how to make configuration changes that affect the metrics sent to New Relic. Join New Relic’s Kubernetes and observability expert, Harry Kimpel, to get hands-on with a live Kubernetes environment.
During the webinar, New Relic experts will take a technical dive into configuring the Prometheus agent, best practices and strategies, covering topics including:- Install the Prometheus Agent (and other New Relic components) into a Minikube cluster
- Work with Kubernetes labels and annotations to incrementally ingest new Prometheus metrics into your New Relic account
- View the data ingest in real-time with a supplemental New Relic dashboard specifically built for this Instruqt lab
- Learn how to manipulate data ingest by dropping labels and metrics using Prometheus Agent configuration techniques
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by "New Relic" <emeamarketing@newrelic.com> - 07:06 - 6 Feb 2024 -
What can gen AI do for real estate?
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
— Edited by Vanessa Burke, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:42 - 6 Feb 2024 -
Video Telematics Solution - Monitor the Behavior of Vehicles and Drivers
Video Telematics Solution - Monitor the Behavior of Vehicles and Drivers
Change the way your clients track and monitor their fleet with our advanced video telematics software.
Catch a glimpse of what our software has to offer
Multiple Camera Support
Our software enables multiple camera support for a comprehensive view inside and outside the vehicle.
Identify Risky Behavior
Monitor risky driver behavior, including speeding, harsh braking, and other unsafe driving habits.
Redefine Visibility
Make a visual record of the tiniest details of your vehicle’s journey. With ready-to-access visual data displayed in real-time, see what the driver is doing.
24X7 Live Streaming
Access video recordings instantly anywhere, anytime with our mobile app support. Enjoy multiple channel access and flexible viewing options.
ADAS
ADAS uses sensors and cameras to detect potential hazards and alert drivers to potential risks.
Driver Monitoring System
DMS monitors driver behavior, including fatigue and distraction. The system gets real-time alerts and detailed reports.
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Learn how our video telematics can help your business grow
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 07:00 - 5 Feb 2024 -
So you want to be a board director: 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
Serving on a board of directors is an unequivocal opportunity for leaders to develop new skills, hone their business acumen, and expand their personal and professional networks. And boards themselves benefit from the fresh perspectives that new directors bring to the boardroom. But for those who haven’t taken the plunge, the “how” of joining a corporate board is less than clear. Board membership is also a significant investment of time, especially as the board’s role—and the range of issues that come across a board member’s proverbial desk—continues to expand and evolve. We’ll take a look at specific ways to get started on your board journey and what success looks like once you’re there.
While the path to board membership may seem winding or murky, McKinsey senior partner Celia Huber and colleagues outline six steps that board-curious leaders can take. Wherever leaders are on the journey, they shouldn’t underestimate the value of asking questions: an “ask, don’t tell” policy is an important way for directors to contribute and clarify their role. “First-time directors often find it difficult to step away from an operator mentality,” the authors say. A director’s job “isn’t to offer solutions but to probe and constructively challenge management’s proposals to make executives reflect on their decisions. Your objective should be to help the management team see ten steps ahead.” With so many competing priorities to weigh, the ability to ask thoughtful questions about everything from generative AI (gen AI) to the company’s purpose is paramount.
That’s the percentage of directors who, in a global survey, believe their organizations are unprepared to manage the next large-scale crisis. In a conversation about preparing for extraordinary risks, McKinsey’s Celia Huber and colleagues note the importance of identifying “predictable surprises”: events that would, with great certainty, change a company’s entire business. Boards, and new directors in particular, have a critical part to play in this process. “If the board engages in approving strategy, it’s helpful to ask, ‘What would cause this strategy to fail?’” says senior partner emeritus Nora Aufreiter. “New members are sometimes best at identifying long-term core risks because they can step back and ask simple questions that longtime directors may not think of or assume the organization knows the answer to.”
That’s senior partner Asutosh Padhi discussing the board’s role in building a resilient organization: that is, a company that can change course when faced with a potential shock. So much of a director’s job is a balancing act. Collectively, boards must also walk and chew gum at the same time in preparing their companies for both the current moment and what’s to come. “Fundamentally, board members can think about the balance between defensive versus offensive responses to crisis, short-term versus long-term trade-offs, and appropriately challenging management,” says senior partner Ida Kristensen.
While the board’s role is continually changing, the people part of its work is perhaps more critical than ever—especially for the person at the top. “Being CEO is a lonely job,” says Nicolai Tangen, the CEO of Norges Bank Investment Management (NBIM), in an interview with senior partner Frithjof Lund. “CEOs need someone they can talk to and trust. You are there not only to ask the right questions but also to look for signs of stress and burnout and provide early support to CEOs in need.” And while CEO succession remains a fundamental board responsibility, broader issues of talent, skill development, and organizational culture are now firmly on the agenda.
Popular wisdom suggests that there’s no such thing as a stupid question. Indeed, the willingness to ask questions—even ones that seem obvious or tough—is an important way for prospective and new directors to showcase their intellectual curiosity and ways of thinking, including when interviewing for the role. That can be easier said than done for new members who are just getting their bearings. If you’re reluctant to speak up at the start of your tenure, take a page from Albert Einstein’s book. One way to contribute to board discussions from the start is “question storming”: that is, starting a problem-solving session by asking as many questions (more than 50!) as you can about the problem at hand. Once you and your board colleagues have some answers, a solution will be much easier to reach.
Lead by asking questions.
– Edited by Daniella Seiler, executive editor, Washington, DC
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:35 - 5 Feb 2024 -
Attitudes about college are changing. What should US higher ed leaders do?
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
•
Learning and earning. US higher education faces tough times. Although people clearly benefit from securing a postsecondary degree—earning more money over their lifetimes, for instance—enrollment growth is slowing, student debt is at an all-time high, and many Americans are developing a dimmer view of institutions of higher learning. In light of these challenges, the sector should still set a bold goal: to graduate ten million more students than currently projected over the next 20 years, McKinsey senior partner Jonathan Law and coauthors suggest.
— Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 11:08 - 4 Feb 2024 -
Zooming in on the Black resident experience
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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
New from McKinsey & Company
“People shape places, and places in turn shape outcomes for people.” So write McKinsey’s JP Julien, Duwain Pinder, Shelley Stewart III, and coauthors in a new report from the McKinsey Institute for Black Economic Mobility that reveals substantial differences in overall outcomes for US Black residents across community profiles—as well as substantial gaps between Black and White residents in virtually every county. How can investors, companies, philanthropies, and public-sector leaders devise solutions that are transformative for Black residents and the trajectory of their communities? As Black History Month kicks off, check out these insights to understand the role of community in racial equity, as well as the opportunities that exist to advance outcomes for Black residents.
To see more essential reading on topics that matter, visit McKinsey Themes.
— Edited by Eleni Kostopoulos, managing editor, New York
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 06:45 - 3 Feb 2024 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:21 - 3 Feb 2024 -
Shifts in the geometry of global trade
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Global trade patterns are reconfiguring, and increased investment into a range of developing economies suggests further trade reconfiguration in coming years. What can business leaders do to position their organizations for uncertainty? In a report from the McKinsey Global Institute, Jeongmin Seong, Olivia White, Michael Birshan, Lola Woetzel, and coauthors explore shifts in the geometry of global trade—and their many implications. Our second featured story examines how a Panama Canal slowdown could affect various trade segments and stakeholders. Other highlights in this month’s issue include the following topics:
Ten unsung digital and AI ideas shaping business
Keeping your eye on where value comes from is still the name of the game.
Rewire for value capture
Closing the women’s health gap: A $1 trillion opportunity to improve lives and economies
Investments addressing the women’s health gap could add years to life and life to years—and potentially boost the global economy by $1 trillion annually by 2040.
Take a holistic approach
The trends defining the $1.8 trillion global wellness market in 2024
Our latest Future of Wellness survey finds that consumers are taking greater control over their health—and expect companies to provide effective, science-backed solutions.
7 areas of growth
How CEOs can mitigate compounding risks
When risks combine, the cumulative impact can have existential consequences. But leaders can prevent compounding risks from sneaking up on them by adapting risk processes to manage multiple threats.
Be prepared
What to expect in US healthcare in 2024 and beyond
A new perspective on how technology, transformation efforts, and other changes have affected payers, health systems, healthcare services and technology, and pharmacy services.
See what’s ahead
How to identify employee disengagement
More than half of employees say they’re disengaged at work—with implications for both morale and value creation. Do any of these behaviors seem familiar?
Take the quiz
McKinsey Themes
Browse our essential reading on the topics that matter.
Get up to speed
McKinsey Explainers
Find direct answers to complex questions, backed by McKinsey’s expert insights.
Learn more
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 there a link between the strategic moves of new CEOs and the performance of their companies? Read our 2016 classic “How new CEOs can boost their odds of success” to learn more.
Rewind
The Daily Read
Our Daily Read newsletter features revealing research and inspiring interviews to empower you—and those you lead.
Subscribe now— Edited by Eleni Kostopoulos, managing editor, New York
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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:45 - 3 Feb 2024 -
EP97: 10 Good Coding Principles to Improve Code Quality
EP97: 10 Good Coding Principles to Improve Code Quality
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
How Disney Hotstar Captures One Billion Emojis (Youtube video)
10 Good Coding Principles to improve code quality
Top Network Security Cheatsheet
How does a VPN work?
What is a cookie?
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10 Good Coding Principles to improve code quality
Software development requires good system designs and coding standards. We list 10 good coding principles in the diagram below.
01 Follow Code Specifications
When we write code, it is important to follow the industry's well-established norms, like “PEP 8”, “Google Java Style”, adhering to a set of agreed-upon code specifications ensures that the quality of the code is consistent and readable.02 Documentation and Comments
Good code should be clearly documented and commented to explain complex logic and decisions, and comments should explain why a certain approach was taken (“Why”) rather than what exactly is being done (“What”). Documentation and comments should be clear, concise, and continuously updated.03 Robustness
Good code should be able to handle a variety of unexpected situations and inputs without crashing or producing unpredictable results. Most common approach is to catch and handle exceptions.04 Follow the SOLID principle
“Single Responsibility”, “Open/Closed”, “Liskov Substitution”, “Interface Segregation”, and “Dependency Inversion” - these five principles (SOLID for short) are the cornerstones of writing code that scales and is easy to maintain.05 Make Testing Easy
Testability of software is particularly important. Good code should be easy to test, both by trying to reduce the complexity of each component, and by supporting automated testing to ensure that it behaves as expected.06 Abstraction
Abstraction requires us to extract the core logic and hide the complexity, thus making the code more flexible and generic. Good code should have a moderate level of abstraction, neither over-designed nor neglecting long-term expandability and maintainability.07 Utilize Design Patterns, but don't over-design
Design patterns can help us solve some common problems. However, every pattern has its applicable scenarios. Overusing or misusing design patterns may make your code more complex and difficult to understand.08 Reduce Global Dependencies
We can get bogged down in dependencies and confusing state management if we use global variables and instances. Good code should rely on localized state and parameter passing. Functions should be side-effect free.09 Continuous Refactoring
Good code is maintainable and extensible. Continuous refactoring reduces technical debt by identifying and fixing problems as early as possible.10 Security is a Top Priority
Good code should avoid common security vulnerabilities.
Over to you: which one do you prefer, and with which one do you disagree?
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Top Network Security Cheatsheet
The diagram below shows some possible network attacks in 7 OSI model layers.
Application Layer
- Pushing
- Malware injection
- DDos attacksPresentation Layer
- Encoding/decoding vulnerabilities
- Format string attacks
- Malicious code injectionSession Layer
- Session hijacking
- Session fixation attacks
- Brute force attacksTransport Layer
- Man-in-the-middle attacks
- SYN/ACK floodNetwork Layer
- IP spoofing
- Route table manipulation
- DDos attacksData Link Layer
- MAC address spoofing
- ARP spoofing
- VLAN hoppingPhysical Layer
- Wiretapping
- Physical tampering
- Electromagnetic interference
Over to you - What did we miss?
How does a VPN work?
This diagram below shows how we access the internet with and without VPNs.
A VPN, or Virtual Private Network, is a technology that creates a secure, encrypted connection over a less secure network, such as the public internet. The primary purpose of a VPN is to provide privacy and security to data and communications.
A VPN acts as a tunnel through which the encrypted data goes from one location to another. Any external party cannot see the data transferring.
A VPN works in 4 steps:Step 1 - Establish a secure tunnel between our device and the VPN server.
Step 2 - Encrypt the data transmitted.
Step 3 - Mask our IP address, so it appears as if our internet activity is coming from the VPN server.
Step 4 - Our internet traffic is routed through the VPN server.
Advantages of a VPN:
Privacy
Anonymity
Security
Encryption
Masking the original IP address
Disadvantages of a VPN:
VPN blocking
Slow down connections
Trust in VPN provider
What is a cookie?
Imagine Bob goes to a coffee shop for the first time, orders a medium-sized espresso with two sugars. The cashier records Bob’s identity and preferences on a card and hands it over to Bob with a cup of coffee.
The next time Bob goes to the cafe, he shows the cashier the preference card. The cashier immediately knows who the customer is and what kind of coffee he likes.
A cookie acts as the preference card. When we log in to a website, the server issues a cookie to us with a small amount of data. The cookie is stored on the client side, so the next time we send a request to the server with the cookie, the server knows our identity and preferences immediately without looking into the database.Like
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by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 3 Feb 2024 -
What are the essentials of innovation?
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
•
Out-innovating your peers. The best companies don’t just outgrow their competitors—they out-innovate them as well. In the face of constant disruptions, leading companies become “innovative growers,” excelling at growth and innovation and outperforming their peers in the process. In fact, most of the 50-plus companies McKinsey identified as innovative growers achieved TSR above their industry median between 2012 and 2022, partner Rebecca Doherty and coauthors explain.
— Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:31 - 2 Feb 2024 -
Discover the path to the autonomous enterprise [MEGACAST]
Hi Md Abul,
AI is no doubt going to change everything. But what it means to you and your enterprise can be within your control.
Join Tray CEO Rich Waldron, CTO Alistair Russell, and Head of Product Alex Kohlhofer to discover why a modern iPaaS is the cornerstone of your enterprise-wide AI strategy at our upcoming Megacast, "The Path to the Autonomous Enterprise," on February 27th from 10 - 11am PT.
What to expect:
- Explore the transformative potential of AI-powered iPaaS to create self-governing business processes
- Learn how IT leaders are embracing AI strategies to increase differentiation and achieve better business outcomes
- Hear about exciting new iPaaS product announcements you can use today that will become the foundation of your autonomous enterprise tomorrow
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by "The Tray.io Team" <team@tray.io> - 01:00 - 1 Feb 2024 -
Good Code vs. Bad Code
Good Code vs. Bad Code
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In our newsletter, we’ve mainly focused on system designs. This time, we’re switching gears to a topic just as crucial: the code itself. Ever encountered a system that looks great in design but turns out to be a headache in code? That’s our focus in this issue. We’re breaking down what makes code good versus bad. It’s all about turning those great designs into equally great code. Let’s dive into the details that truly make a difference in coding.
Why Good Code Matters?
So, why should we care about good code? Think of it as the foundation of your software. Good code isn’t just about making things work; it’s about making them work efficiently and sustainably. It’s the difference between a smooth, efficient development experience and a frustrating, time-consuming one.
Good code maintains stability and predictability, even as your project grows in complexity. It’s like having a reliable tool that keeps performing, no matter how tough the job gets. When it comes to scaling up, good code is essential. It allows for expansion without the bottlenecks and headaches that come with a more shortsighted approach.
Sure, crafting good code requires more thought and effort at the outset. But this investment pays off by saving costs in the long run. Bad code, on the other hand, is a ticking time bomb - difficult to update and can lead to costly rewrites.
There’s also the aspect of teamwork and continuity. High-quality code, which is usually well-documented and adheres to standards, makes it easier for teams to collaborate. It streamlines the onboarding process, accelerates delivery, and facilitates team expansion.
Let’s illustrate our points in the diagram below by comparing the two designs of a hypothetical knob-turning mechanism. The ‘good code’ uses a belt mechanism – flexible and easy to adjust. The ‘bad code’ version, however, relies on a rigid rod – more limited and prone to complications when changes are needed.
As requirements change and the knob needs to be relocated, the ‘good code’ with its belt mechanism easily accommodates this with a simple extension. The ‘bad code’, with its rigid rod, would require a whole new configuration, which is neither time nor cost-effective.
In another inevitable revision, we need to alter the speed at which the know turns. The ‘good code’ can simply switch to a different-sized gear. The ‘bad code’ setup, however, becomes increasingly complex as it requires additional parts and makes the system more convoluted and susceptible to breakage.
We're not advocating for overengineering from the get-go, especially in a startup context where resources are limited and the future is uncertain. The key is understanding the long-term implications of our coding choices. Building overly complex systems prematurely can be as counterproductive as repeatedly choosing quick fixes. The art lies in striking the right balance, a taste and skill that comes with experience and thoughtful consideration.
To kick things off, we’ve selected five broad areas for discussion. They're not exhaustive by any means, but they are good for a good starting point for a broader conversation on what takes code from bad to good. Are you ready to dive in?
The Importance of Good Names
Coding standards often start with naming conventions for classes, functions, variables, and more. This might seem simple, but it requires thoughtful design.
Consider the following service class names:
OrderManagementService PaymentManagementService DatabaseManagementServiceBy suffixing “ManagementService” to everything, the names become unnecessarily long and repetitive.
Next look at this function:
boolean processPayment(PaymentInstruction paymentInstruction) { Channel preferredChannel = paymentInstruction.getChannel(); channelFactory.getChannel(preferredChannel) .send(paymentInstruction); }Despite following naming conventions, “processPayment” does not communicate what exactly happens. The word “process” is too generic. It doesn’t tell us the current state of the payment and what we are going to do with it.
We understand from reading the code that it sends the payment instruction to an external channel for processing. We could name it “sendPaymentToExternalChannel()” but that exposes too many details. “startPayment()” can be a good choice, as it indicates initiating the payment flow without exposing internal details.
Good names like this reduce the need for excessive comments when collaborating!
Let’s look at another example.
String userId = paymentInstruction.getUserId();It would be good if “userId” were renamed to a more domain-relevant name, such as “payerId”.
String payerId = paymentInstruction.getPayerId();So in conclusion, effective names should:
Concisely and accurately describe purpose
Use business domain terminology
Avoid exposing implementation details
The Perils of Copying Code
Sometimes urgent business requirements arise, but modifying existing code is too risky because it is badly-encapsulated with very few tests. In these situations, it is tempting to simply copy portions of code into new components as a shortcut, then start modifying to suit new needs.
We faced this circumstance when building a compliance-centric Know Your Client (KYC) service. It required user management functionality already present in a tightly coupled UserService module used elsewhere. Lacking time to modularize UserService, we copied relevant parts into the new KYC service and customized it.
So two duplicated versions of the user service logic stayed there long-term. Whenever we needed to update the user-related functionalities, we had to remember to modify two places - both the original UserService and the copied code now in the KYC service. This was often forgotten by developers, resulting in inconsistent behavior and outages. Keeping duplicate copies of the same logic in sync proved error-prone
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by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 1 Feb 2024 -
[Report] Unlocking retail success: Observability trends and strategies
New Relic
With billions of dollars of consumer spending being driven via digital, retailers need to improve their uptime and reliability and double down on their digital customer experience strategies. A seamless, omnichannel customer journey means investing in observability tools that provide complete visibility across complicated technology stacks.
This report focuses on the adoption and business value of observability across the retail sector. Topics include:
- Outage frequency, downtime (MTTD and MTTR), and cost (hourly and annual)
- Trends driving retail observability adoption
- Number of retail data monitoring tools and preference
- The future of observability for Retail
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by "New Relic" <emeamarketing@newrelic.com> - 06:08 - 1 Feb 2024 -
How is the workforce changing 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
•
All about the manager. 2023 was the year of the manager, McKinsey partners Bryan Hancock and Brooke Weddle share on an episode of the McKinsey Talks Talent podcast. After decades of thinning out middle management, organizations are investing more in the leaders that they have, Weddle says. They’re also asking how technology can be used to ease the burden of administrative work, reflects Hancock, who together with expert Bill Schaninger and McKinsey partner Emily Field cowrote the recent book Power to the Middle.
— Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:36 - 1 Feb 2024 -
Join us at LEAP 2024: The API observability conference - Feb 29th!
Join us at LEAP 2024: The API observability conference - Feb 29th!
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Are you ready to make this leap year extraordinary? Seize the moment on February 29, and join us at:
LEAP 2024: The API observability conference: A virtual event that promises to transform your skills from basic to expert in just one day!
API platform teams, this conference is designed for you, focusing on revolutionising your approach to platform team operations and API observability strategies.
This unique event will feature distinct business and technical tracks designed to accommodate both decision-makers and implementers.
What's in store for you?
Expert speakers
Gain valuable perspectives from thought leaders shaping the API observability landscape.
Hands-on learning
Take part in practical workshops and listen to real-world case studies.
Networking opportunities
Connect with peers and experts who are at the forefront of API observability innovation.
Access to resources and tools
A wealth of resources and tools to continue your learning journey post-event.
The important bits:
Thurs
29
FebTime
9am - 4pm
ETVirtual
Zoom
eventReserve your spot now and take your API observability to the next level.
We're excited to see you there!
Tyk
Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911
by "Tyk" <communities@tyk.io> - 07:10 - 31 Jan 2024 -
Africa’s future depends on harnessing its strengths
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
•
The future of Africa. Despite a decline in GDP growth and lagging productivity, there’s reason to be optimistic about Africa’s future, McKinsey senior partner Acha Leke and partner Mayowa Kuyoro reveal on an episode of The McKinsey Podcast. The continent has a booming population: by 2050, nearly one out of every four people in the world will be from Africa. Africa is also the world’s fastest-urbanizing region, with 500 million people expected to move from the countryside into cities by 2040, Leke shares.
•
‘The next Bangalore.’ While the numbers of working-age people shrink or remain flat in other areas, Africa will add millions of people to the global workforce, Kuyoro says. The continent could become “the next Bangalore,” providing digital services to the rest of the world, Leke explains. Stakeholders must ensure that African talent is skilled and trained. Listen to the podcast to learn how Africa’s strengths and assets could help it reinvigorate its economy, and for more, read the full report, Reimagining economic growth in Africa.
— Edited by Belinda Yu, editor, Atlanta
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You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:25 - 31 Jan 2024 -
You're Invited: New Relic EMEA User Meetups - New Cities Added!
Hello,
I wanted to invite you to join a team of New Relic engineers and other local users at our winter user meetups across EMEA.
Join us for food, drinks and of course - data talk. We’ve got a jam-packed agenda, and we’ll wrap up the afternoon with a little fun.
Sign up for your city below to discover more about your local meetup and to save your spot!
- Stockholm, March 5 - Register
- Dubai, March 5 - Register
- Madrid, March 7- Register
- Munich, March 7 - Register
- Warsaw, March 12 - Register
- Dublin, March 13 - Register
- London, March 13 - Register
- Manchester, March 14 - Register
- Berlin, March 14 - Register
In this round of meetups, you’ll learn what’s new and what’s next from New Relic, with exciting announcements around New Relic AI, AI monitoring (AIM), live archives, continuous automated testing, session replay and mobile user journeys.
We’ll also take you through some powerful best practice sessions on:
- Mastering log data, importation, parsing, filtering, dropping, and setting up alerts.
- Converting events-to-metrics, for faster and more efficient long-term data analysis.
- Managing SLOs and SLIs with our recommendation engine and personalised views.
Then we throw it back to the year 2013 and the game Flappy Birds. Bring your a-game to compete in our version of Flappy Birds - powered by browser, APM, and logs. We will monitor the web-based game and show a live leaderboard of the results. There will be prizes aplenty!
Register now and save your seat.
We look forward to seeing you there.
Kind regards,
Harry Kimpel
Principal Developer Relations Engineer - EMEA
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by "Harry Kimpel" <emeaevents@newrelic.com> - 05:06 - 30 Jan 2024 -
What can we learn from Davos 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
•
Reason for optimism. At the 54th annual WEF meeting, delegates from academia, business, civil society, media, and government convened to focus on the fundamental principles driving trust. A common theme at Davos 2024 was that while challenges and surprises remain inevitable, opportunities abound, reflect McKinsey chief marketing officer and senior partner Tracy Francis and McKinsey Global Institute chair and senior partner Sven Smit.
•
Ten takeaways. One main insight from this year’s meeting is that sustainability is a business imperative. Although navigating the net-zero economy has become more complex over the past 12 months, organizations that act courageously can generate value more quickly, leaping ahead of competitors. Another key idea? Don’t overlook India’s potential, as the country is one of the world’s fastest-growing large economies. Explore ten key takeaways from Davos 2024, the largest annual meeting in WEF’s history.
— Edited by Belinda Yu, editor, Atlanta
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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:12 - 30 Jan 2024 -
Operations in the spotlight: 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
Operations was rarely a high-profile organizational function until the COVID-19 pandemic thrust it—and the role of chief operating officers—into the limelight. In a business environment that demands agility and resilience, how a company executes its strategies is critical to its success. This week, we explore the state of operations today and how logistics and supply chain executives can prepare for the tough challenges ahead by better prioritizing operations efforts and investments.
The business environment may have been far different in 2001 when author Jim Collins published his management bestseller Good to Great: Why Some Companies Make the Leap ... and Others Don’t. Yet a basic principle set forth in the book endures more than two decades later: performance improvement depends not on quick fixes but on consistent and committed strategies for growth. Our latest research on operational excellence shows that even in today’s uncertain business conditions, organizations go from good to great by sticking to fundamental principles, such as defining a purpose, establishing behaviors to achieve their strategic vision, and using technology to augment human capabilities. But the process takes time. “Operational excellence is not something that leaders can whip up in time for the next quarterly report,” note McKinsey senior partner Richard Sellschop and colleagues. “If leaders take shortcuts and decide that ‘the tools alone will get us where we need to go,’ the impact will likely evaporate in months.”
That’s the average percentage of industrial companies’ capital spending that will go toward automated systems over the next five years, according to the results of the 2022 McKinsey Global Industrial Robotics Survey. The logistics and fulfillment sector may allocate 30 percent or more of its capital expenditures to automation, the highest share of all the industrial segments surveyed. Yet “many companies are struggling to translate their intentions for robotics and automation into actions, with challenges related to knowledge and return on investment being particularly difficult hurdles,” observe McKinsey partner Emily Shao and coauthors. “Vendors should be able to offer solutions that are cost-efficient, rapidly deployed, reliable, safe, and scalable.”
That’s McKinsey senior partner Nicolai Müller and colleagues on how an often-overlooked part of operations could, if transformed, help develop an organization’s competitive edge. Indirect operations such as engineering, maintenance, and quality management can be difficult to measure in a standardized way, but our research into more than 1,000 plants over the past five years has identified certain benchmarking practices that may help quantify indirect operations’ potential for improved performance. For example, decreasing the number of work packages, reports, and meetings can improve efficiency by 5 to 15 percent. Using such strategies, “it is not uncommon to identify and unlock a 15 to 25 percent optimization potential in indirect functions, which can translate to a sizeable impact on the bottom line,” suggest the McKinsey experts.
“This has been a unique time where operations and supply chains have moved into the boardroom, and I think that’s a really good thing,” says McKinsey senior partner Daniel Swan in a podcast on the operations landscape in 2024. “It’s especially good for companies to have more boards and CEOs thinking about supply chains and operations every day.” Meeting sustainability demands, strengthening supply chain resilience, and delivering on large capital projects may be among the urgent pressures that operations leaders will face, notes Swan. McKinsey senior partner Axel Karlsson adds that generative AI may be a game changer for operations: “We are expecting a new S-curve driven by generative AI. I think the shift will be almost as big as when the computer hit the desk in the office. It will be a big new revolution.”
Among this year’s Oscar nominees is a surprise entrant called Robot Dreams, an animated film about the close friendship between a dog and a robot that the dog builds as a companion for himself. That scenario may not be as far-fetched as it seems. Robots already perform many warehousing functions, and social robots have been shown to help older people lead independent lives. The future may see a “robotics revolution,” predicts philanthropist Bill Gates. New human-centered robots “can be programmed to do a wide array of tasks—from carrying boxes in a factory to helping out with household chores,” the former Microsoft leader writes in his blog. “In healthcare, hospitality, agriculture, manufacturing, construction, and even our homes, robots have the potential to transform the way we live and work.”
Lead by operating smartly.
— Edited by Rama Ramaswami, senior editor, New York
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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:17 - 29 Jan 2024 -
So you want to be CEO? Start by testing your motivations.
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
•
Why motivation matters. More than two-thirds of the CEOs McKinsey spoke with said that in hindsight, they were unprepared for the role, senior partner Carolyn Dewar reveals on a recent episode of the Inside the Strategy Room podcast. Aspiring CEOs should test their motivations, says Dewar, who coauthored the New York Times bestseller CEO Excellence with senior partners Scott Keller and Vik Malhotra. Those who want the job only for external validation should know that the honeymoon period wears off quickly, according to top CEOs.
— Edited by Belinda Yu, editor, Atlanta
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 newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:18 - 29 Jan 2024
