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• A Crash Course on Distributed Systems

  A Crash Course on Distributed Systems

  

  A distributed system is a collection of computers, also known as nodes, that collaborate to perform a specific task or provide a service. These nodes are physically separate and communicate with each other by passing messages over a network. Distributed systems can span geographical boundaries, enabling them to utilize resources from different locations.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. HTTP1 vs HTTP2 vs HTTP3 - A Deep Dive Unlocking the Power of SQL Queries for Improved Performance What Happens When a SQL is Executed? A Crash Course in API Versioning Strategies Embracing Chaos to Improve System Resilience: Chaos Engineering To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid A Crash Course on Distributed Systems ByteByteGo Jul 11 ∙ Preview   READ IN APP   A distributed system is a collection of computers, also known as nodes, that collaborate to perform a specific task or provide a service. These nodes are physically separate and communicate with each other by passing messages over a network. Distributed systems can span geographical boundaries, enabling them to utilize resources from different locations. Distributed systems have several characteristics that distinguish them from traditional centralized systems: The computers in a distributed system are physically separate and connected via a network. They do not share a memory or a common clock. From an external perspective, a distributed system appears as a single, unified entity to the end user. Distributed systems offer the flexibility to add or remove computers from the system. The nodes in a distributed system need to coordinate and agree with each other to perform actions consistently. Nodes in a distributed system can fail independently, and messages can be lost or delayed over the network. Distributed systems are ubiquitous in our daily lives. Examples include large web applications like Google Search, online banking systems, multiplayer games, etc. These systems leverage the power of multiple computers working together to provide a seamless and responsive user experience. In this post, we’ll explore the benefits and challenges of distributed systems. We will also discuss common approaches and techniques used to address these challenges and ensure the reliable operation of distributed systems. Understanding Distributed Systems  The term “distributed systems” can sometimes confuse developers. ... Unlock this post for free, courtesy of Alex Xu. Claim my free post Or upgrade your subscription. Upgrade to paid A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 11 Jul 2024

• It's not too late to register - Effective Care Rostering: Using Capacity Planning and Dependency-Driven Resourcing

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  Register Today Powering the world of work Effective Care Rostering: Using Capacity Planning and Dependency-Driven Resourcing Find out how effective care rostering could help your organisation today by registering for our webinar. Register Now Dear MD Abul, Today is our latest webinar, "Effective Care Rostering: Using Capacity Planning and Dependency-Driven Resourcing," designed to enhance your understanding and skills in managing care schedules efficiently. This session will provide valuable insights into optimising your workforce and ensuring high-quality care delivery. Join us to explore innovative strategies and practical tools that can transform your care rostering process. Our expert speakers will guide you through the principles of capacity planning and dependency-driven resourcing, with a focus on real-world applications. Register here. Kind regards The OneAdvanced Care Team Social Care Software | OneAdvanced P.S Feel free to forward this email to people in your organisation who may benefit from watching this webinar Register Now Connect with us © 2024 Advanced Computer Software Group Ltd. The Mailbox, 101 Wharfside Street, Birmingham, B1 1RF United Kingdom. All rights reserved Unsubscribe Contact Us Privacy Click here to view this email in a web browser

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  by "OneAdvanced Care" <socialcare@oneadvanced.com> - 05:49 - 11 Jul 2024

• Does your government meet your customer service expectations?

  Only McKinsey

  3 priorities for civil servants ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Improving the citizen experience In the news • Less satisfied US consumers. US customer experience is trending down for a third consecutive year, according to a study of about 98,000 consumers’ views of  223 brands, the Wall Street Journal states. Although problems stemming from the pandemic, such as long shipping times, are generally fading away, today’s customers are questioning the value of the products they’re still paying high prices for, says one analyst. Still, the shift in perception is “mostly . . . from positive to neutral,” the analyst adds. [WSJ] • Declining faith in UK government. The Financial Times reports that trust in the UK government is at a historic low as discontent with public health services reaches a record high, per a recent National Centre for Social Research survey. Forty-five percent of respondents said that they would “almost never” trust government leaders to prioritize the good of the country over the ambitions of their political parties. That’s the highest share since the survey first posed the question, in 1986. [FT] In the US, every percentage-point increase in customer satisfaction with a federal agency increases trust in that agency by as much as two percentage points. On McKinsey.com • Improving engagement. Today’s civil servants face a growing burden of challenges, including declining trust in government. Against this backdrop, many government agencies are straining to deliver program benefits and meet the public’s rising expectations of customer service. The good news is that systematically tackling shortcomings in customer and citizen experience can help increase trust in government and reduce costs, with technology platforms being a key enabler, McKinsey senior partner Andrew Pickersgill and coauthors explain. • Red tape resolution. Adopting new technology in the public sector is often stymied by complex bureaucratic processes, but governments shouldn’t ignore the positive transformations that digital and AI tools can bring. To help accelerate user adoption, the public sector can develop critical capabilities such as aligning top leadership and agencies on a business-led road map, fine-tuning existing processes to acquire the right digital talent, and creating and deploying agile teams. Explore three imperatives for civil servants. See three public sector priorities —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. 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 newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey" <publishing@email.mckinsey.com> - 01:24 - 11 Jul 2024

• Technology can make work more interesting

  Re:think

  How companies can support workers to propel productivity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON PRODUCTIVITY Work is going to get harder. But it will also be more fun. Aaron De Smet The US productivity rate jumped in the fourth quarter of 2023, creating a little buzz about whether AI, and specifically generative AI (gen AI), is showing up in the output numbers. Then, the rate slowed sharply in the first quarter of 2024, suggesting that it might be too soon to see dramatic productivity gains from AI and gen AI.  While there isn’t a clear trend yet, it’s likely that a mix of technology—from old-fashioned analysis of high-quality data to machine learning and other large language models—is positive for productivity. Tech can help workers achieve better results in the same or less amount of time, and, yes, gen AI has been powering automation gains for some time. That’s one part of a more robust productivity scenario. The other is that companies are figuring out the postpandemic hybrid model that works best for them. It’s typically a flexible model whereby people can be in the office working with colleagues in person some of the time and be remote other times. When done correctly, this model typically results in higher productivity than would a mandate that forces employees to always be on-site or never on-site, McKinsey research shows. Some leaders are still uncomfortable with the hybrid model, but they’ve accepted that they’re likely never going back to the prepandemic way of working.  Higher productivity would certainly be welcome news for corporate leaders. But there’s an even bigger picture. Gen AI is more than an output enhancer; it’s going to reshape all kinds of jobs as more repetitive tasks and some knowledge work tasks are done by machines or large language models. Of course, many people will still do jobs that involve physical labor, though they too will likely be assisted by gen AI.  In this new reality, employees across industries and roles—not just tech workers but also healthcare workers, educators, and middle managers—can be freed up to focus on work that involves the human-centric skills of judgment, innovation, creativity, and collaboration. Workers who are creators and heavy users of gen AI, in fact, told us in a recent survey that they need to build higher-level cognitive and social–emotional skills to do their jobs, more than they need to build technological skills.  .  “This moment is both exciting and a little scary for everyone. People are on a journey, moving to a place where they may no longer do the easy tasks at work.” This moment is both exciting and a little scary for everyone. People are on a journey, moving to a place where they may no longer do the easy tasks at work. Humans will be doing the challenging work, the fun work, and the interesting work. But because it’s going to be harder, people need to thrive and not just feel an absence of burnout. To be clear, hard work doesn’t necessarily take more hours or lead to more stress. Perhaps it can be done in less time, with more flexibility. How to make that happen is a big challenge for organizations, which face head-spinning demands to innovate, adapt to volatility, respond to disruptions, and simply move faster.  Traditionally, companies have cared about employees’ ability to thrive only when the flashing red light of burnout starts to affect safety, absenteeism, or attrition. But now, as work becomes more innovative and collaborative, organizations can be more proactive in attracting and retaining the best people. We’ve found that an organizational culture of thriving inspires people to be more creative in their problem-solving and that it benefits performance writ large.  Thriving organizations focus on ways to maximize healthy work environments, team effectiveness, and well-being. To do so, they move away from traditional practices of measuring productivity by inputs, outputs, and activities and toward supporting outcomes and results. The brute-force tactic of having employees grind it out or muddle through work as a proxy for value is not going to cut it anymore. These companies also shift performance management away from corrective action and toward actions that improve performance, such as coaching top performers as well as those who need more help.  Gen AI is ushering in a huge shift, along the lines of the Industrial Revolution. The challenge for companies is to figure out how to make this technology work for their employees, guiding them toward good outcomes and managing the downside risks. Organizations can’t ignore change, slow it down, or pretend it’s not happening. If your strategy is to slow down the pace of change in the world, good luck. I want a company that says, “Boy, changes are coming fast and furious. We better learn to be more nimble, adaptable, innovative, and creative.”  . Share Aaron De Smet’s insights ABOUT THIS AUTHOR Aaron De Smet is a senior partner in McKinsey’s New Jersey office. MORE FROM THIS AUTHOR To defend against disruption, build a thriving workforce As generative AI begins to reshape jobs, leaders have an opportunity to reimagine work, the workplace, and the worker. Five actions can help. More  Gen AI talent: Your next flight risk Active users of gen AI are high value and in demand—and in many cases, poised to quit. New research reveals how to attract them, keep them engaged, and motivate them to stay put. More  UP NEXT Alexis Trittipo on climate adaptation Mitigating climate change is not enough; adapting to it is also crucial. It requires technological and behavioral changes from businesses and society that must begin today. 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 © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:46 - 10 Jul 2024

• Re: PRODUCT INQUIRY

  Dear Sir/Madam,
  
  I am Ana Sofia from ACCIONA S A GROUPS   in Spain. We wish to place a new Order. Can you have someone in the procurement department write us in return mail? Kindly advise your ETD if the order is sent to you early next week. I will have to forward our PO and specification immediately to place a trial order after confirmation.
  
  Awaiting your feedback to proceed.
  
  Best Regards
  
  Ana Sofia,
  Purchase Manager,
  ACCIONA S A GROUPS.
  Herrería 16, Monachil

  Granada Spain,
  E-mail:anasofia0041@gmail.com 

  ---

  by "Ana Sofia" <g.galletti@bioside.it> - 08:58 - 10 Jul 2024

• How do top companies build superpowered capabilities?

  Only McKinsey

  6 elements of success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Organizational superpowers In the news • Business goals and analytics. Executives everywhere are recognizing the need to boost their companies’ digital capabilities, researchers state in Harvard Business Review. Leaders often want to know where to focus their investments and how developing better data and analytics abilities will create actual value. A new study shows that success depends on not only the maturity of a company’s data and analytics programs but also the level that their digital capabilities match concrete business goals. [HBR] • Corporate calculus. As leaders establish a vision for their organizations, considering the principles of calculus can help them realize their ambitions, a business leadership expert shares in Fast Company. In calculus, using limits can allow individuals to produce a “close enough” answer, which is helpful when solving complex problems. When leaders consider what they want their companies to be known for, they must accept that reaching perfection will never happen. That means striking a balance between “good enough” and as “good as it gets.” [Fast Company] Respondents from companies whose transformations included efforts to build employees’ technical and execution skills are 1.5 times more likely to report outperforming peers. On McKinsey.com • Six superpowers. Think of any company that you admire, then reflect: Why do you feel this way? It’s very likely because of an institutional capability—a superpower—that makes the company exceptionally successful, McKinsey senior partner Liz Hilton Segel and coauthors reveal. In their experience, companies that successfully build these kinds of distinctive capabilities tap six elements: vision, employees, culture, technology, organizational structure, and routines. • Setting a vision. Top companies continually expand their superpowers to maintain a competitive edge. One French luxury retailer has articulated a vision that each of its brands must set higher standards for quality year after year. Promoting its history and its future as part of its identity can lend authenticity to its products. Read on for more examples of how today’s top companies have established distinctive capabilities that help them stand out from the pack. Succeed through superpowers —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. 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 newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey" <publishing@email.mckinsey.com> - 01:38 - 10 Jul 2024

• Re: PRODUCT ORDER

  
  

  Dear Sir/Madam,

  
  

  I am Giulia Galletti, the Export manager at Bioside Group Ltd. Italy.

  We have gone through your products on your website and from our gathering I think we would be able to order your product .
  We want to make an urgent order from the products found on your website.
  Can you send your company catalogs to us with your best price so we can prepare our order asap.
  
  1. Is there any additional cost for the toll packing and private labeling?
  
  2. Would it be possible to order assorted/customized ?

  We await your urgent reply.
  

  
  

  
  

  GIULIA GALLETTI

  Export Manager

  
  

  
   

  Legal Adress

  Via A. Einstein, snc c/o

  Parco Tecnologico Padano,

  26900 Lodi (LO)

  T  : +39 0371 438497

  M: +39 329 4764091

  Export.bioside@gmail.com

  www.bioside.it

   

  Production Site

  Località Treponti, 10

  25020, San Paolo (BS)

   

  P.IVA-C.F.08559840965

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  by "Giulia Galletti" <g.galletti@bioside.it> - 12:24 - 10 Jul 2024

  1 attachments 1 attachments

  0

• What does it take to achieve a successful transformation?

  Only McKinsey

  4 areas to prioritize  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Tips for transformation In the news • Leading change. Some of the most stressful changes workers can experience are departmental transitions, experts state in Harvard Business Review. Changes in leadership, reorganization, and other shifts can erode morale and productivity. However, leaders who clearly explain why changes are necessary can help colleagues stay united. By holding town hall meetings at regular intervals and communicating openly about the company’s evolving priorities, the CEO of one software company fostered trust during a restructuring. [HBR] • CHROs and AI. Fortune reports that only 14% of chief human resources officers (CHROs) consider their companies to be in the later stages of their digital transformation efforts, a new survey of about 1,200 HR leaders in Asia, Europe, and North America has found. The majority, 73%, said they were in the middle of their companies’ efforts to adopt digital technologies, while 14% percent said that their companies were just starting out. The survey revealed that companies that were more advanced in their transformation programs were much likelier to use AI, including generative AI. [Fortune] More than half of a transformation’s value comes from growth initiatives. On McKinsey.com • Elements of success. Many organizations undertake large-scale transformations only to end up with lackluster long-term results. Three core elements can turn bold ideas into trajectory-changing outcomes, McKinsey senior partner Seth Goldstrom and coauthors share. The elements are quantifying goals, engaging the broader organization to achieve those goals—which may require a genuine level of discomfort with where things currently are—and holding teams accountable. • The importance of teamwork. Strong teams help launch successful transformations. Giving these teams opportunities to build new skills—and tools to regularly apply them—boosts the odds of a transformation’s success. A 2023 McKinsey survey found that organizations that provided tools to support workers in using new skills were 3.8 times more likely to outperform their peers. View our latest McKinsey Quarterly Five Fifty to see four areas to focus on in a transformation and the potential benefits of pursuing each. Explore what it takes to transform —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. 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 newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey" <publishing@email.mckinsey.com> - 11:05 - 8 Jul 2024

• RE: Seeking for Argentine agent

  Dear agent,

   

  Greeting from Celia and GLA family.

   

  Does your company provide global Sea & Air freight services recently?

   

  I sincerely invite you to join GLA platform and cover the increasing request from/to Argentina from our GLA members.

   

                      

   

  Above 75% of GLA Members are first-class agents with wide range of primary resources. GLA fulfills all your needs in terms of finding reliable agents or getting huge volume of inquiries from/to your area. Have you ever tried to experience GLA Global Logistics Network for your business development and resources integration?

   

  I am looking forward to hearing you back.

   

  Best regards,

   

  Celia Lee | GLA Overseas Department   Mobile: +86 181 2623 2027 (WhatsApp | WeChat) Email: member358@glafamily.com Website: www.glafamily.com Conference Website: www.glafamily.com/GLA-Conference Address: No. 2109, 21st Floor, HongChang, Plaza, No. 2001, Road Shenzhen, China

  The 11^th GLA Conference - Bangkok Thailand on 22th November 2024 – click here for registration

  

  Ø  The 10^th GLA Conference in Dubai UAE, online album

  Ø  The 9^th GLA Conference in Hainan China, online album

   

  【Notice Agreement No 7】

  7. GLA president reserves the right to cancel or reject membership or application. Company shall cease to be a member of GLA if:

  a) the Member does not adhere to GLA terms and conditions

  b) the Member gives notice of resignation in writing to the GLA.

  c) No good reputation in the market.

  d) Have bad debt records in the GLA platform or in the market

   

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  by "Celia Lee" <member358@glafamily.com> - 10:20 - 8 Jul 2024

  9 attachments 9 attachments

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• Final Call: Unlock the US Market - Webinar Tomorrow

  Final Call: Unlock the US Market - Webinar Tomorrow

  Last chance to join our webinar on US expansion. Register today!

  Hi MD, Are you expanding to the US in the next 12 months? There’s still time to register for our upcoming webinar… Unlocking the US - Simplifying Stateside Expansion Date: Wednesday, July 10th Time: 3 p.m. UTC / 5 p.m. CET / 11 a.m. EST Duration: 45min Register now This is your opportunity to learn from the best in the business, including our expert speakers... Mark Berkowitz, VP Business Consulting at Sequoia One Alex Kehayias, Founder at Mosey Jonathan Goldsmith, GM and VP of Payroll at Remote ... who will guide you through a no-nonsense 45-minute session filled with critical insights and strategies for successful US market expansion. Highlights will include: Mastering US payroll Navigating compliance challenges Selecting the right employment model Expert tips and real-world success stories Don't miss this last chance to register and unlock your potential in the US market.   See you there,   Your Remote Team The HR platform for global businesses Remote makes running global teams simple. Hire, manage, and pay anyone, anywhere. Book a demo You received this email because you are subscribed to News & Offers from Remote Europe Holding B.V Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Europe Holding B.V Kraijenhoffstraat 137A 1018RG Amsterdam The Netherlands Copyright © 2024 All rights reserved.

  

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 07:20 - 8 Jul 2024

• Winning the consumer of the future: A leader’s guide

  Leading Off

  The customer’s always right ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Alex Panas, global leader of industries and senior partner & Axel Karlsson, global leader of functional practices and senior partner More than four years ago, the pandemic threw everyone’s habits and routines into a tailspin—and consumer behavior hasn’t been the same since. Consumer spending, for example, is more and more unpredictable; customers no longer fit into segment-specific archetypes, and they continue to surprise the companies that serve them. This week, we look at the trends transforming consumer-facing industries (waning brand loyalty, the growing wellness market, and social media–driven commerce, to name a few) and the ways in which retail and consumer companies can think outside the box to succeed. AN IDEA Sweat the small stuff When it comes to shoppers in 2024, many long-held truisms about consumer behavior are being upended. Older customers are splurging while also exploring new brands; younger consumers in Asia and the Middle East are more likely to opt for higher-priced brands than their peers in developed economies. In their “State of the Consumer 2024” article, McKinsey’s Christina Adams, Kari Alldredge, and Sajal Kohli say consumer companies must take a detailed, nuanced approach to understanding what shoppers across age groups and geographies really want. How can these businesses make sense of the current moment? One imperative is building their microtargeting capabilities. Companies can use consumer data to fine-tune their outreach to specific segments—yes, generative AI (gen AI) can help—and provide personalized experiences to encourage loyalty. Also on the to-do list: investing in the development of wellness products, engaging more meaningfully with consumers on social and digital channels, and offering premium products in the categories where consumers are likely to splurge. A BIG NUMBER 62% That’s the share of Gen Z consumers in Europe that plan to splurge during the summer months. In their latest ConsumerWise research on consumer sentiment in Europe, senior partner Jessica Moulton and colleagues found that Gen Zers are the most likely age group to say they will make more expensive purchases this summer—and more likely than others to plan to splurge on apparel. And somewhat to the contrary, Gen Zers are also more likely than other groups (millennials, Gen Xers, and baby boomers) to report trading down to lower-priced brands or retailers in recent months. A QUOTE “Successful strategies are founded on the notion that consumers are in charge.” That’s McKinsey senior partner Becca Coggins on the importance of meeting customers wherever they, and their needs, are. Along with partner Steven Begley, Coggins unpacks the massive changes under way in the retail industry and points to what retail companies can do to succeed. One suggestion: seek a greater “share of life”—that is, creating new reasons and opportunities for a consumer to incorporate a company into their day-to-day lives. Increasingly, two concepts that are working well are subscription and membership models, but Coggins says some retailers are already going further. “Those companies are saying, ‘This is not about a category. It’s about the relationship we have with the consumer—and we can extend that relationship into automotive services, into travel. We can extend it into categories that are beyond the four walls of our store.’” A SPOTLIGHT INTERVIEW “Optichanneling.” “Webrooming.” “Humbitious.” These are just some of the newfangled words that the authors of Redefining Retail: 10 Guiding Principles for a Post-Digital World use to explain retail’s current, disruption-filled moment. Philip Kotler, professor emeritus of marketing at Northwestern University’s Kellogg School of Management, and Giuseppe Stigliano, global CEO of Spring Studios, say the industry is in the midst of an “exponential transformation, rather than an evolution.” In their research for the book, Kotler and Stigliano found that retailers and experts agree on the problems at hand, but the plans to solve them vary greatly—in no small part because different industries, geographies, and consumer segments have different needs and preferences. While the authors say there are no one-size-fits-all solutions for retail, they assert that understanding the customer is an essential starting point. Other words of wisdom for retailers: get a firm grasp on the financial implications of the investments made to reach your customers and optimize the mix of channels where consumers can reach you, in the ways that suit best, rather than an omnichannel approach that may induce decision paralysis. YOUR BEST FOOT FORWARD When people think of aging gracefully, foot health may not be the first thing that comes to mind. Yet a recent study of adults 65 and older found that stronger feet support better overall strength and mobility and can even reduce the risk of falls. Luckily, there’s a product for that: the toe spacer, a humble item that’s having a moment with consumers of all ages and levels of athleticism, including the pros. With healthy aging and longevity on this year’s list of wellness trends to watch, it’s never too late for a new flex. Lead by putting customers first. — Edited by Daniella Seiler, executive editor, Washington, DC 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 subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | 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> - 04:45 - 8 Jul 2024

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  by cwalton@1-stopsolutions.com - 03:46 - 8 Jul 2024

• What can manufacturers do to attract and retain Gen Z workers?

  Only McKinsey

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  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Alex Panas, global leader of industries and senior partner & Axel Karlsson, global leader of functional practices and senior partner Gen Z in manufacturing In the news • Employer-sponsored retraining. German businesses are retraining workers who would otherwise lose their jobs—for example, if a factory is set to close. About 70 companies have joined an initiative that aims to help them retain the 2.7 million people they collectively employ by expanding employees’ skills and certifications, the New York Times reports. The effort benefits workers by increasing their employability and job security and helps companies stay competitive. [NYT] • Factory jobs of tomorrow. The US government’s plan to revive semiconductor manufacturing faces a big challenge: a shortage of skilled workers. The industry will require as many as 70,000 new workers, according to the Washington Post, but many ordinary Americans aren’t aware of jobs in the chip industry. Training at the high school and community levels can help address the talent shortage. If that doesn’t pan out, it’s likely that workers from abroad will be brought in to fill the gap. [WaPo] Since 2019, Gen Z’s share of the manufacturing workforce has declined (to 7%, from 8%), even though millions of Gen Zers reached adulthood in the intervening years. On McKinsey.com • Meaning, not money. Gen Z workers say they are open to manufacturing jobs, but many who try the work end up leaving. To attract and retain them, manufacturers need to rethink their approach to talent development, say McKinsey senior partner Fernando Perez and coauthors. Unlike older workers, who typically see pay as the most important factor for taking a job, Gen Z workers prioritize meaningful work, job flexibility, and relationships with coworkers. • Restructuring career pathways. Manufacturers need to create a positive work environment and offer career development opportunities, including training programs for in-demand skills. It’s important to shift mindsets on the factory floor to do away with old, calcified ways of working. Supervisors should be freed up from some daily drudgery to focus on important but neglected tasks, such as improving employees’ work and team building. Learn more about what Gen Zers want from their jobs. Fight attrition in manufacturing —Edited by Jana Zabkova, senior editor, New York Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. 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 newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey" <publishing@email.mckinsey.com> - 01:42 - 8 Jul 2024

• Help wanted? Help needed: Labor market challenges

  4 scenarios for growth by 2030 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Brought to you by Alex Panas, global leader of industries and senior partner & Axel Karlsson, global leader of functional practices and senior partner New from McKinsey & Company Help wanted? Help needed: Labor market challenges As advanced economies around the world emerged from the 2008 financial crisis, they began an arduous journey toward protracted recovery. Today, labor markets in these advanced economies are still among the tightest in two decades, with the number of job vacancies per unemployed person having increased by more than four times on average by 2023. How does labor tightness affect economic productivity and output? In this data-driven report by the McKinsey Global Institute, senior partner Olivia White and coauthors say that “GDP in 2023 could have been 0.5 percent to 1.5 percent higher across these economies if employers had been able to fill their excess job vacancies.” What’s more, since 2010, countries that have increased GDP fastest have done so primarily by adding more jobs rather than by tackling the harder job of improving productivity. Now, to maintain their current level of growth, advanced economies will need to find ways to both expand the workforce and boost productivity. To be better prepared for the future, explore these insights to learn more about labor market tightness and the productivity imperative. Read more Help wanted: Charting the challenge of tight labor markets in advanced economies For almost two decades, labor markets across advanced economies have tightened—and the trend is set to continue. This article provides a data-driven look via charts to understand the implications. Grow the supply-side pie  The ups and downs of global productivity Labor productivity over the past 25 years has been a success story for some, a tale of stagnation for others. Investments and digital transformation can boost productivity for all economies, McKinsey research shows. Tune in  Investing in productivity growth It’s time to raise investment and catch the next productivity wave. Pave the way  2024 and beyond: Will it be economic stagnation or the advent of productivity-driven abundance? Hoping for a soft landing in 2024 won’t mitigate current risks or raise business performance and living standards longer term. If companies pursue the three-sided productivity opportunity, however, they can do both. Raise your odds of outperformance  What is productivity? Productivity measures the amount of value created for each hour that is worked in a society. 3 ways to unlock productivity  The economic potential of generative AI: The next productivity frontier Generative AI is poised to unleash the next wave of productivity. We take a first look at where business value could accrue and the potential impacts on the workforce. Harness the power of generative AI  A microscope on small businesses: Spotting opportunities to boost productivity MSMEs are vital for growth and jobs, but struggle with productivity. The route to higher productivity lies in creating a win-win economic fabric for all companies. View the report  Human capital at work: The value of experience Human capital represents two-thirds of wealth for the average individual—and work experience contributes almost half of that value. Follow the knowledge  Today’s skills, tomorrow’s jobs: How will your team fare in the future of work? Automation will leave few roles untouched—and not everyone will be reskilled or redeployed successfully. Here’s what leaders can do now to give their talent, and their organizations, the best opportunity to thrive in an uncertain future. Prepare for what’s ahead  How to revive US productivity Boosting US productivity represents a $10 trillion opportunity. Here are strategies CEOs can implement now to lead the US to more prosperity. Get productive  MORE FROM MCKINSEY Productivity picks up the pace Global productivity climbed sharply in the past 25 years, thanks in part to 30 “fast lane” economies—meaning those that could reach advanced-economy productivity levels in the next quarter century. See the chart  Gen AI’s productivity possibilities Using generative AI capabilities in the public sector, healthcare, and education could realize global productivity gains of nearly half a trillion dollars. See the chart  To see more essential reading on topics that matter, visit McKinsey Themes. — Edited by Esther Chung, editor, Atlanta 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 © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 03:50 - 7 Jul 2024

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  by "ByteByteGo" <bytebytego@substack.com> - 03:46 - 7 Jul 2024

• The week in charts

  The Week in Charts

  Interest rate derivatives, increasing productivity with AI, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   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 interest rate derivatives, increasing productivity with AI, automation opportunities for health insurers, and generative AI’s expanding use in business functions. FEATURED CHART Hedging against market volatility See more This week’s other select charts AI fast-tracks software tasks  Gen AI casts a wider net An AI opportunity for health insurers 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 subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | 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> - 03:14 - 6 Jul 2024

• EP119: What do Amazon, Netflix, and Uber have in common?

  EP119: What do Amazon, Netflix, and Uber have in common?

  

  This week’s system design refresher: 7 Must-know Strategies to Scale Your Database (Youtube video) What do Amazon, Netflix, and Uber have in common? 100X Postgres Scaling at Figma Best ways to test system functionality SPONSOR US Monitor AI Applications Built with NVIDIA NIM (Sponsored)

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP119: What do Amazon, Netflix, and Uber have in common? ByteByteGo Jul 6   READ IN APP   This week’s system design refresher: 7 Must-know Strategies to Scale Your Database (Youtube video) What do Amazon, Netflix, and Uber have in common? 100X Postgres Scaling at Figma Best ways to test system functionality SPONSOR US Monitor AI Applications Built with NVIDIA NIM (Sponsored) New Relic and NVIDIA released the first observability integration making it easy for companies to monitor the health and performance of their AI applications built with NVIDIA NIM. Key features and use cases for AI monitoring include: Full AI stack integration Deep trace insights for every response  Model inventory  Deep GPU insights Enhanced data security Get started 7 Must-know Strategies to Scale Your Database What do Amazon, Netflix, and Uber have in common? They are extremely good at scaling their system whenever needed. Here are 8 must-know strategies to scale your system. Stateless Services Design stateless services because they don’t rely on server-specific data and are easier to scale. Horizontal Scaling Add more servers so that the workload can be shared. Load Balancing Use a load balancer to distribute incoming requests evenly across multiple servers. Auto Scaling Implement auto-scaling policies to adjust resources based on real-time traffic. Caching Use caching to reduce the load on the database and handle repetitive requests at scale. Database Replication Replicate data across multiple nodes to scale the read operations while improving redundancy. Database Sharding Distribute data across multiple instances to scale the writes as well as reads. Async Processing Move time-consuming and resource-intensive tasks to background workers using async processing to scale out new requests. Over to you: Which other strategies have you used? Latest articles If you’re not a paid subscriber, here’s what you missed. A Crash Course in Database Scaling Strategies A Crash Course in Database Sharding A Crash Course on Microservice Communication Patterns A Crash Course on Cell-based Architecture A Crash Course on Content-Delivery Networks (CDN) To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid 100X Postgres Scaling at Figma With 3 million monthly users, Figma’s user base has increased by 200% since 2018. As a result, its Postgres database witnessed a whopping 100X growth. Vertical Scaling and Replication Figma used a single, large Amazon RDS database. As a first step, they upgraded to the largest instance available (from r5.12xlarge to r5.24xlarge). They also created multiple read replicas to scale read traffic and added PgBouncer as a connection pooler to limit the impact of a growing number of connections. Vertical Partitioning The next step was vertical partitioning. They migrated high-traffic tables like “Figma Files” and “Organizations” into their separate databases. Multiple PgBouncer instances were used to manage the connections for these separate databases. Horizontal Partitioning Over time, some tables crossed several terabytes of data and billions of rows. Postgres Vacuum became an issue and max IOPS exceeded the limits of Amazon RDS at the time. To solve this, Figma implemented horizontal partitioning by splitting large tables across multiple physical databases. A new DBProxy service was built to handle routing and query execution. Over to you - Would you have done something differently? Best ways to test system functionality Testing system functionality is a crucial step in software development and engineering processes. It ensures that a system or software application performs as expected, meets user requirements, and operates reliably. Here we delve into the best ways: Unit Testing: Ensures individual code components work correctly in isolation. Integration Testing: Verifies that different system parts function seamlessly together. System Testing: Assesses the entire system's compliance with user requirements and performance. Load Testing: Tests a system's ability to handle high workloads and identifies performance issues. Error Testing: Evaluates how the software handles invalid inputs and error conditions. Test Automation: Automates test case execution for efficiency, repeatability, and error reduction. Over to you: How do you approach testing system functionality in your software development or engineering projects? What's your company's release process look like? SPONSOR US Get your product in front of more than 500,000 tech professionals. Our newsletter puts your products and services directly in front of an audience that matters - hundreds of thousands of engineering leaders and senior engineers - who have influence over significant tech decisions and big purchases. Space Fills Up Fast - Reserve Today Ad spots typically sell out about 4 weeks in advance. To ensure your ad reaches this influential audience, reserve your space now by emailing hi@bytebytego.com   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 6 Jul 2024

• The revolutionary potential of gen AI

  Plus, 9 trends defining the global consumer market ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Monthly Highlights, July 2024 Generative AI (gen AI) has the potential to profoundly alter our professional and personal lives, says Silicon Valley pioneer Reid Hoffman, who chatted with McKinsey’s Lareina Yee for a new episode of the At the Edge podcast. In this month’s featured story, Hoffman explains why he envisions the technology as not only a tool for individual tasks but also one that enhances collective team effectiveness, optimizes workflows, and facilitates decision making within organizations. Other highlights in this month’s issue include the following topics: • the nine trends defining the global consumer market • why leaders should strive to lead from the “inside out” • the state of labor markets in advanced economies • how leading companies build distinctive capabilities Editor's choice Gen AI: A cognitive industrial revolution Silicon Valley pioneer Reid Hoffman explains why we should view generative AI as a “steam engine of the mind” that promises to profoundly alter our professional and personal lives. Tune in  THIS MONTH's HIGHLIGHTS State of the Consumer 2024: What’s now and what’s next Amid massive shifts in the consumer landscape, companies can’t afford to rely on yesterday’s consumer insights. Here are nine trends that merit close attention. Delve into the 9 trends The ‘inside out’ leadership journey: How personal growth creates the path to success In a new book, four McKinsey senior partners show why leaders must connect with themselves first before they can inspire and empower their organizations. Embrace the human side of leadership Help wanted: Charting the challenge of tight labor markets in advanced economies For almost two decades, labor markets across advanced economies have tightened—and the trend is set to continue. This article provides a data-driven look via charts to understand the implications. Grow the supply-side pie Building a superpower: What can we learn from the Magnificent Seven? A distinctive capability can lift a company’s performance. But it’s not easy to build one. Here’s a guide to how today’s stock market favorites have created enduring competitive advantages. Build enduring capabilities What it takes to create a winning transformation Successful organizations move a transformation from ambition to action. Here’s what it takes. Get your briefing Keep calm and allocate capital: Six process improvements The most effective resource allocation processes are radically simple. Turn strategy into action ALSO New The ups and downs of global productivity Banking on interest rates: A playbook for the new era of volatility Digital transformation: Health systems’ investment priorities Managing the risks around generative AI Bias Busters: Next in line? A structured approach to succession planning Rescuing the decade: A dual agenda for the consumer goods industry Delivering services to the public—digitally—with Jennifer Pahlka Decarbonizing logistics: Charting the path ahead From ripples to waves: The transformational power of tokenizing assets Harnessing analytics and AI to shape the future of mobility retail When failure is an option: Fostering organizational innovation and learning Out Now What to read next: McKinsey’s 2024 annual book recommendations Looking for your next book? Each year, McKinsey seeks out the best books in business, technology, workplace culture, and more. Here’s our 2024 list, recommended by CEOs, founders, editors in chief, and other global leaders. Dive in  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 To learn how to shift your mindset in service of stronger, more purposeful leadership, read Johanne Lavoie’s 2014 classic, “Lead at your best.” Rewind The CEO Shortlist Four of our best new ideas for the C-suite. Subscribe now  —Edited by Eleni Kostopoulos, managing editor, New York Introducing McKinsey Publishing Guides Sign up for McKinsey’s first-ever email series dedicated to your professional development—on topics such as management, leadership, and problem solving. Learn more  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 © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:09 - 6 Jul 2024

• learn

  Dear Exhibitor Learn,

   

  We are offering Business Show Luton 2024 Visitors List?

   

  List Includes: Company Name, Contact Name, Verified E-mail id’s, Tel.no, URL/Website, Title/Designation.

   

  Interested in list — just reply back as “Send Counts and Cost".

   

  Regards,

  Tami Telles

  tami@ntmailinglist.live

  Marketing Analyst

   

  If you have any particular targets in mind, please let me know so I can adjust the list.

   

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  by "Tami Telles" <tami@ntmailinglist.live> - 05:05 - 5 Jul 2024