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• 🎉 Today is our 5th birthday - Discover the incredible growth story of Remote

  🎉 Today is our 5th birthday - Discover the incredible growth story of Remote

  Explore our major milestones over the years, including our expansion into new countries, the launch of Remote Talent, and our strategic partnership with Gusto. Get inspired by our journey!

  Exciting news - Remote is turning 5! As we celebrate this milestone, we invite you to learn about our incredible journey so far. In 2023, we took a significant step forward, establishing ourselves as the go-to Global HR Platform, featuring HRIS and Global Payroll! We've been a gateway, assisting tens of thousands to explore the world of remote work. But don’t just take our word for it! Hear what our customers have to say. Our Remote Connect event series has united people globally, with over twenty virtual meet-ups (PS you can watch all the sessions on-demand). The launch of Remote Talent has simplified the process for employers to connect with top-tier candidates from around the world. We proudly announced our partnership with Gusto giving small and medium sized businesses another way to hire, pay, and manage global teams with confidence! We've broadened our horizons, Remote is now operating in 86 countries. Along the way, we've won several awards that we’re mighty proud of. Our achievements so far have been possible due to our dedicated team and the interest from remarkable individuals like you. Here's to the exciting journey ahead! Ready to Shape the Future of Work? If you've been considering how we can assist with your Global HR plans, now is the perfect time. Join us as we embark on an exciting phase of growth and innovation. 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 Remote Europe Holding B.V All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 12:15 - 25 Jan 2024

• Mastering Design Principles - SOLID

  Mastering Design Principles - SOLID

  

  In the fast-paced world of software development, writing robust, maintainable, and scalable code is critically important. One way to achieve this is by following a set of fundamental design principles known as the SOLID principles. These principles provide a clear framework for crafting software that is easy to understand, extend, and maintain.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. 7 Microservices Interview Questions Why the Internet Is Both Robust and Fragile Unlock Highly Relevant Search with AI Does Serverless Have Servers A Crash Course in Docker To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Mastering Design Principles - SOLID ByteByteGo Jan 25 ∙ Preview   READ IN APP   In the fast-paced world of software development, writing robust, maintainable, and scalable code is critically important. One way to achieve this is by following a set of fundamental design principles known as the SOLID principles. These principles provide a clear framework for crafting software that is easy to understand, extend, and maintain.  In this newsletter, we will explore the SOLID principles, examining each component in detail. We will review practical implementation guidance and best practices for applying them. Now, let's begin our exploration with a brief overview of the SOLID principles first. A Brief Overview The SOLID principles are a set of five fundamental design principles that were introduced by Robert C. Martin to guide software developers in creating maintainable, scalable, and flexible software systems. These principles, when followed, contribute to the development of software that is easier to understand, modify, and extend over time.  The SOLID acronym stands for: Importance of Design Principles in Software Development Design principles, such as the SOLID principles, play a pivotal role in the software development process for several reasons: Maintainability: Following sound design principles makes code more maintainable. When code is well-structured and adheres to these principles, it becomes easier to identify and fix issues, add new features, and make improvements without causing unintended consequences. Scalability: Well-designed software is scalable. It can accommodate changes and growth in requirements without requiring extensive rework or becoming increasingly complex. Code Reusability: Adhering to design principles often leads to code that is more reusable. Reusable components save time and effort in development and testing. Collaboration: Design principles provide a common framework for developers to work within. This common understanding promotes collaboration and reduces misunderstandings among team members. Reduced Bugs and Pitfalls: Following design principles helps to identify and mitigate common programming pitfalls and design flaws. This results in fewer bugs and more robust software. Future-Proofing: Well-designed software can adapt to changing requirements and technologies. It's an investment in the long-term viability of the software product. Now, let's deep dive into each component of the SOLID principles. Single Responsibility Principle (SRP) The “S” in the SOLID principles stands for the Single Responsibility Principle (SRP), which states that a class should have only one reason to change or, in other words, it should have a single, well-defined responsibility or job within a software system. Illustrating a Violation of SRP Let's take a look at a Java code example below that clearly violates the Single Responsibility Principle (SRP) principle: public class Employee {     private String name;     private double salary;     public void calculateSalary() {         // definition     }     public void generatePayrollReport() {         // definition     } } In the above example, the Employee class has two responsibilities: calculating an employee's salary and generating a payroll report. This violates the SRP because it has more than one reason to change. Fixing the Violation (SRP) To address the violation of the Single Responsibility Principle (SRP) in our previous example, let's refactor the code to separate concerns and ensure that each class has a single, well-defined responsibility. We'll create distinct classes for calculating an employee's salary and generating a payroll report: public class Employee {     private String name;     private double salary;     public void calculateSalary() {         // definition     } } public class PayrollReportGenerator {     public void generatePayrollReport(Employee employee) {         // definition     } } In the refactored solution, the responsibilities of calculating the salary and generating a payroll report have been separated into two distinct classes (Employee and PayrollReportGenerator), each with a single responsibility. This adheres to the SRP. Let’s take a look at the visual representation of the classes and implementation of the single responsibility principle (SRP). Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 25 Jan 2024

• A new issue of the McKinsey Quarterly is here

  Sign up now for instant access ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  The innovation imperative The newest issue of the McKinsey Quarterly explores the innovation imperative—and the keys to making your company an innovative grower. In our cover story, “Innovative growers: A view from the top,” authors Matt Banholzer, Rebecca Doherty, Alex Morris, and Scott Schwaitzberg uncover research that shows a focus on aspiration, activation, and execution can help companies out-innovate and outgrow peers. This edition is available in an immersive online reading experience we’ve recently unveiled for our flagship publication. Sign up for a free digital Quarterly membership to access it. Start reading A membership to the digital edition of the McKinsey Quarterly also includes downloads of nearly 70 of our top reports in the McKinsey Insights Store as well as access to all four of this year’s digital issues of the Quarterly. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you signed up for a McKinsey Quarterly digital membership. Manage subscriptions | Unsubscribe me from McKinsey Quarterly digital membership 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> - 07:24 - 25 Jan 2024

• It’s official: New Relic is a 2023 Gartner® Peer Insights™ Customers’ Choice

  New Relic

  January 2024 New Relic a 2023 Gartner® Peer Insights™ Customers’ Choice for APM and o11y We’re thrilled to see how much you’ve been able to drive business forward with New Relic, and honored to be part of your success. Engineers like you are the reason we constantly push for greatness in our platform, and we couldn’t do it without you. Learn more Sensing Clues uses alerts and dashboards to easily monitor their tech stack In the nonprofit space, budget is critical. This Dutch NGO specialising in the wildlife space, uses New Relic to help improve alerting and proactively find issues before they happen. Read the blog Maximizing business growth through enhanced user experience Navigating the digital landscape is akin to exploring a vast ocean: to successfully reach the desired destination, every element of the journey must align perfectly. The end-user experience is the heartbeat of digital interaction and determines how customers perceive and engage with your brand. In this blog, you'll learn why improving the end-user experience is essential for business growth. Learn more Useful reads Kafka monitoring now part of New Relic APM 360 Instantly spot anomalies in key metrics across all Kafka client components and identify bottlenecks that impact data flow and latency with New Relic APM 360’s new Kafka UI. Learn more Upcoming Events EMEA - New Relic user meetups are back! New Relic engineers are coming to a city near you in March! Join us and other local users in your city for an afternoon of food, drinks, swag and of course - data talk! Learn best practices on mastering log data, parsing and obfuscation, converting events-to-metrics for efficient long-term data analysis, and managing SLOs and SLIs with our recommendation engine and personalised views. Then we’ll throw it back to the year 2013 with our version of Flappy Birds. Bring your a-game to compete in an interactive session on New Relic powered by browser, APM, and logs. We’ll show a leaderboard of the results and there will be prizes aplenty! So come along to be in it to win it. Happening in Dubai, Stockholm, Munich, Madrid, Dublin, London, Manchester, Berlin & Warsaw Register now to secure your spot! New Relic End-of-Life Updates Synthetics - Muted Monitor Status (February 29, 2024) Alerts for Synthetic monitors will no longer have a muted status. The only supported statuses will be enabled or disabled. Muted synthetic monitors will be changed to Enabled on February 29. You should use Muting Rules to prevent notifications or Monitor Downtime configurations to stop synthetic monitor execution. Failing to convert a muted monitor into a Muting Rule or Monitor Downtime configuration could result in unnecessary notifications being sent. For more information, please see here. Synthetics Runtime (February, 2024) Monitors that have not been upgraded to the new runtime yet will be upgraded. For more information please see: Synthetics public monitors: IP changes and runtime upgrades and the Runtime transition guide.  Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190. Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2024 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

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  by "New Relic" <emeamaketing@newrelic.com> - 06:06 - 25 Jan 2024

• Embracing change in real estate with generative AI

  Re:think

  Generative AI can transform real estate ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON GEN AI IN REAL ESTATE Why generative AI has put the real estate industry on the cusp of change Vaibhav Gujral Real estate has been slower than other industries to adopt analytics for decision making and day-to-day operations. Historically, less data has existed and been accessed in real estate compared with other industries. After all, it has traditionally been a business about buildings and their physical use, with less of a focus on the adoption of digital tools. But generative AI (gen AI) has the potential to change the real estate industry paradigm for several reasons. First, actors in the industry are better prepared to adopt this wave of technological advancement than they were with previous advancements. Today, there is vastly more technology embedded in every aspect of a building, from building management systems to elevators to apps that interface with staff and building users. Modern skyscrapers have the potential to generate millions of data points every day that can be aggregated, processed, and analyzed for superior decision making. Furthermore, real estate organizations have built infrastructure to help capture and harness the potential of this data by making investments in data and technology over the past five to seven years.  Second, the industry used to face a big barrier when it came to experimenting and using AI models. To even get to a proof of concept, companies had to invest heavily in data, infrastructure, and talent. But gen AI has democratized access, as tech firms and venture capital–backed start-ups have made big investments in large language models that can be tailored and adapted to various contexts. That has greatly reduced the cost and time it takes to deploy gen AI models, enabling brokerage firms, title companies, lenders, and real estate investors and operators to experiment at an unprecedented pace. This technology is coming to fruition at a crucial time for the real estate industry as companies think about what the market truly demands and focus on assets’ operating performance. Using the latest analysis from the McKinsey Global Institute, we believe that gen AI could generate $110 billion to $180 billion or more in value for the real estate industry. Most aspects of the real estate value chain should have applications for gen AI, starting with how buildings are designed and constructed. That doesn’t mean that gen AI will come up with something a human couldn’t have. But it can run many iterations, customizations, and combinations that may be cost or time prohibitive for an architectural or engineering firm to perform. Gen AI has the potential to make it easier to personalize buildings, tailor spaces to end user needs, and incorporate learning from existing spaces into new ones. Marketing content for new listings can be largely automated using gen AI, and the content can be hyper-personalized for each audience. A home could be virtually staged with modern, minimalist design, for instance, and a listing description could be customized to match the preferences of a specific member of the target buyer audience. Gen AI could also automate communications between building users and staff. The technology, for example, could be used to help tackle maintenance requests or rent payment questions in an entirely automated way, freeing up building staff to focus on more complex tasks that require human intervention. “We believe that gen AI could generate $110 billion to $180 billion or more in value for the real estate industry.” To get started, real estate companies will need to accelerate their data and analytics transformations. Step one is creating advantage with proprietary data through aggregation and normalization of relevant data sets from both the organization’s own systems and third-party service providers. This data should be a means to an end, enabling specific decisions and use cases that can deliver tangible business value. The next step is thinking differently about talent and capabilities. Just as real estate companies compete for the best design, construction, investing, and asset and property management talent, so they will want to think about data scientists and technologists as critical to their competitive edge. Step three is reconfiguring analog business processes to data- and analytics-informed processes. Changes in business workflow will be required to understand when to take inputs from a gen AI model versus when there should be human oversight. The key is to start experimenting early and to build the internal skills and capacity needed to benefit from gen AI. Are the rewards worth the effort? I think that question is going to become irrelevant in the next five to ten years, as many processes and workflows across the industry are likely to be either greatly enhanced or automated by gen AI. The more relevant question is, “How can real estate organizations not just upgrade but completely reimagine what they do?” What would you do differently, for example, if a significant amount of middle-office and back-office activities of your real estate company could be automated? How would you reallocate that investment into creating superior customer experiences and more dynamic, responsive, and environmentally conscious buildings? There is no question that the technology will improve exponentially over the coming years. Competitive advantage will be captured by those who have learned how to harness gen AI’s power in every aspect of what they do—that includes embracing a future where long-sacred operating models and processes can be reimagined. Share Vaibhav Gujral’s insights ABOUT THIS AUTHOR Vaibhav Gujral is a senior partner in McKinsey’s New York office. MORE FROM THIS AUTHOR Generative AI can change real estate, but the industry must change to reap the benefits Real estate can use generative AI to turn the industry’s data into treasure in seven steps. More  Building a business within a business: How to power continual organic growth Business building is vital to a company’s longevity. To do it successfully, an organization needs the strengths of an incumbent and the agility of a start-up. More  UP NEXT Marc Brodherson on the future of advertising Advertising is undergoing a massive sea change, because consumers are spending time with ad-supported media differently and many new “media” companies are competing for their attention and advertisers’ wallets. In response, the industry is pivoting in unprecedented and transformative ways. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to 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> - 03:35 - 24 Jan 2024

• Leaving the CEO role for new pastures is tough. Here’s how to get it right.

  On Point

  How great CEOs step down ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities A smoother CEO succession In the news • Expected exits. Executive search experts predict a surge in CEO departures at US companies after a relative lull over the past few years, as many top leaders have hung on to their positions during and after the COVID-19 pandemic. Chief executives were hoping to step down during a tranquil time and are exhausted from hitting a recent period of economic instability. The top job also got tougher during the pandemic as CEOs added operational responsibilities, and that extra work has taken a toll, experts say. [Fortune] • CFO-to-CEO springboard. More CFOs than usual left their companies last year in the United States and Europe, particularly in the United Kingdom, according to executive search firms. Some of the turnover came as CFOs were elevated to the CEO role. In other cases, CFOs have been pushed out as their companies underperformed. [FT] “It’s important to think about succession not just as replacing yourself but as leadership development for your team.” On McKinsey.com • Start early. Succession planning is crucial for CEOs, but it can get short shrift as leaders get caught up in the day-to-day grind, McKinsey senior partner Kurt Strovink shares in a recent episode of the podcast series Inside the Strategy Room. CEOs should think about who will succeed them from day one of their tenure, not because they’re itching to leave, but because it’s helpful to develop at least three potential internal candidates who can fill the CEO’s shoes, partner Blair Epstein says. • Last 100 days. Departing CEOs should consider making a 100-day plan for the end of their tenure, allowing for a deft handover of both work and relationships to the new boss. Some CEOs choose to take a gap year or half year after stepping down, helping them “fend off the offers that they start getting right away and to double down on health, sleep, and relationships,” says senior partner Carolyn Dewar, coauthor of the bestselling book CEO Excellence. Learn what leading CEOs do when handing over the reins. Ace the CEO transition — 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 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> - 01:36 - 24 Jan 2024

• อย่าพลาด: Make it.

  Adobe

  พบกับประสบการณ์สร้างสรรค์จากอะโดบี สําหรับผู้เชี่ยวชาญและทีมงานของคุณ

  19 March Eastin Grand Phayathai Hotel ด้วยความร้อนแรงของ Generative AI ซึ่งมุ่งเน้นการทํางาน ร่วมกันเป็นแนวทางใหม่สำหรับการสร้างสรรค์ผลงาน ที่จะ ทำให้ทีมสร้างสรรค์ก้าวเข้าสู่ยุคฟื้นฟูศิลปวิทยาสมัยใหม่ ด้วยความร้อนแรงของ Generative AI ซึ่งมุ่งเน้นการทํางาน ร่วมกันเป็นแนวทางใหม่สำหรับการสร้างสรรค์ผลงาน ที่จะ ทำให้ทีมสร้างสรรค์ก้าวเข้าสู่ยุคฟื้นฟูศิลปวิทยาสมัยใหม่ เข้าร่วมงานกับเราเพื่อรับประสบการณ์จากอะโดบี งานนี้สำหรับผู้ได้รับเชิญเท่านั้น คุณจะได้เรียนรู้จากผู้เชี่ยวชาญที่มีความคิดสร้างสรรค์ สัมผัสประสบการณ์โดยตรงเกี่ยวกับภูมิทัศน์ ความคิดสร้างสรรค์ใหม่ ๆ และพบปะเพื่อนที่มีความคิด คล้ายกัน ในพื้นที่ที่ทํางานร่วมกันพร้อมความสนุกสนาน รายละเอียดสำหรับงานนี้จะมีมาในเร็ว ๆ นี้ ที่นั่งมีจำนวนจำกัด ลงทะเบียนวันนี้ ลงทะเบียน Please reply to Norman Lim to request for an English version of the invite. Adobe และโลโก้ของ Adobe เป็นเครื่องหมายการค้าจดทะเบียน หรือเครื่องหมายการค้าของ Adobe ที่จดทะเบียนในสหรัฐอเมริกา และ/หรือประเทศอื่นๆ รายชื่อต่อไปนี้ครอบคลุมเครื่องหมายการค้าของ Adobe ส่วนใหญ่ในตลาด หากต้องการดูรายชื่อเครื่องหมายการค้าทั้งหมดโปรดคลิกดูที่ Adobe List of Trademarks ได้ เครื่องหมายการค้าทั้งหมดถือเป็นทรัพย์สินของผู้เป็นเจ้าของที่ดำเนินการจดทะเบียนไว้ โดยการคลิกที่ลิงก์บางลิงก์ในอีเมลฉบับนี้ คุณจะได้รับการส่งต่อไปยังแบบฟอร์มที่จะกรอกข้อมูลบางส่วนที่เกี่ยวกับข้อมูลติดต่อของคุณไว้แล้ว อีเมลการตลาดนี้ถูกส่งจาก Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland คลิกที่นี่เพื่อ ยกเลิกการรับอีเมล หรือ ส่งคำร้องเพื่อขอยกเลิกการรับอีเมลไปยังที่อยู่ด้านบน โปรดอ่าน นโยบายความเป็นส่วนตัวของ Adobe เพื่อเป็นการยืนยันการส่ง โปรดเพิ่มที่อยู่อีเมลชื่อ demand@info.adobe.com เข้าไปในสมุดรายชื่อ รายชื่อติดต่อ หรือรายการผู้ส่งที่ปลอดภัย หากคุณต้องการร้องเรียนเกี่ยวกับประเด็นเรื่องความเป็นส่วนตัวของข้อมูล โปรดส่งอีเมลไปยัง privacy@adobe.com เปิดอ่านในเว็บเบราว์เซอร์

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 10:02 - 23 Jan 2024

• Tire Pressure Monitoring System - Keep Your Fleet Safe on the Road.

  Tire Pressure Monitoring System - Keep Your Fleet Safe on the Road.

  TPMS software provides analytics to enhance vehicle performance and prevent accidents. 

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 07:00 - 23 Jan 2024

• Don’t miss our webinar on Prompt-Driven Efficiencies

  Don’t miss our webinar on Prompt-Driven Efficiencies

  Next webinar in Intel’s GenAI series

  Prompt-Driven Efficiencies in LLMs Wednesday, January 24, 2024 10:00am – 11:00am PT Register for webinar Unlock the Potential of Prompt-driven Efficiencies in LLMs It’s no secret that Large Language Models (LLMs) come with many challenges. Through prompt economization and in-context learning, we can address two significant challenges: model hallucinations and high compute costs. We will explore creative strategies for optimizing the quality and compute efficiency of LLM applications. These strategies not only make LLM applications more cost-effective, but they also lead to improved accuracy and user experiences. We will discuss the following techniques: Prompt economization Prompt engineering In-context learning Retrieval augmented generation Join us on Wednesday, January 24, 2024 10:00am – 11:00am PT to learn about these smart and easy ways to make your LLM applications more efficient. Register Eduardo Alvarez Senior AI Solutions Engineer at Intel, specializing in architecting AI/ML solutions, MLOps, and deep learning. Sancha Huang Norris (moderator) Generative AI Marketing Lead at Intel's Data Center and AI Business Unit Our Generative AI series is just getting started. Stay tuned for more details on our 2024 webinar calendar. View in browser.

                                                             

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  by "Intel Corporation" <intel@plan.intel.com> - 04:03 - 23 Jan 2024

• You’re outgrowing your peers—but are you out-innovating them as well?

  Intersection

  Get your briefing ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   YOUR FIVE-MINUTE BRIEFING—OR A DEEP DIVE IN FIFTY Learn more about McKinsey’s Strategy & Corporate Finance Practice Are you an innovative grower? The best companies don’t just outgrow their competitors—they out-innovate them as well. Here’s why innovative growth matters. Get your briefing In the face of constant disruptions, leading companies excel at both innovation and growth—and outperform their peers in the process, say McKinsey’s Matt Banholzer, Rebecca Doherty, Alex Morris, and Scott Schwaitzberg. Fostering an innovative culture and focusing on a few essentials can help organizations graduate from a growth-only mindset to one that supports innovative growth. Get innovating Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly Five Fifty 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 Five Fifty" <publishing@email.mckinsey.com> - 02:06 - 23 Jan 2024

• Join me on Thursday for Maximising Observability with New Relic Logs

  Hi MD,

  
  

  Liam, Manager of Customer Training at New Relic University, here.
  
  Are you getting the most from your log data when it comes to troubleshooting and observability? Are they easy-to-use or accessible when you need them?
  
  If you'd like to improve how you use and work with your logs, you can register to attend the free online workshop I'll be hosting on 25th January at 10 am GMT/ 11 am CET- Maximising Observability with New Relic Logs. In this hands-on 90-minute workshop, we will walk you through the different ways to bring log data to New Relic, harness your log data for different use cases, including parsing, filtering, or dropping logs to match your needs.
  
  We will also be showcasing our newest release ‘Logs Live Archives’. We will demo how to manage compliance risks and comply with regulatory requirements while showcasing the way you handle long-term log storage and analysis, streamlining the process into a few simple steps.
  
  You can find the full agenda on the registration page here. While we recommend attending the hands-on workshop live, you can also register to receive the recording.
  
  I hope to see you then,
  

  
  

  Liam Hurrell

  Manager, Customer Training

  New Relic

  
  
  

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  by "Liam Hurrell, New Relic" <emeamarketing@newrelic.com> - 07:26 - 23 Jan 2024

• Banks can strengthen their revenues by serving small-business clients better

  On Point

  Five trends in small-business banking ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The backbone of the US economy In the news • Slightly more optimistic. US small-business sentiment rose by 1.3 points in December from the previous month, according to an index from the National Federation of Independent Business. Although the reading of 91.9 was the strongest since this past summer, it marked the 24th month in a row that the index was below its 50-year average of 98. Labor costs and inflation worries are weighing on business owners’ confidence. [Inc.] • Feeling the squeeze. High interest rates are ratcheting up pressure on US small businesses. According to a recent survey by a small-business networking group, 58% of respondents said that high interest rates are harming their businesses, an increase of 13 percentage points from June 2023. Meanwhile, 24% said repaying loans or getting new ones has gotten tougher. Small businesses tend to be hit harder than larger companies by high interest rates because they typically find it more difficult to pass on higher costs to customers. [Reuters] We estimate that small-business banking represents about $150 billion in annual revenue for the US banking industry across all products. On McKinsey.com • Cornerstone of stability. Banks are striving to solidify their positions as rising interest rates and industry turbulence prompt depositors to move their money elsewhere. Serving US small and medium-size enterprises (SMEs)—and doing so in an exemplary way—is an important opportunity for banks to increase deposits, bringing in additional revenues during a challenging time, according to McKinsey senior partner Marukel Nunez Maxwell and colleagues. • Unmet needs. To better understand SMEs’ financial needs, McKinsey surveyed more than 1,200 US businesses with up to $50 million in annual revenue. A key takeaway: small businesses would welcome the convenience of having a one-stop shop for all kinds of products and services related to banking, but they generally aren’t getting this from their primary financial institutions. Read our blog Banking & Securities matters to explore five ways for banks to do more for their SME customers. Support small businesses — 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 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> - 01:06 - 23 Jan 2024

• Davos 2024: What leaders need to know

  View from the summit ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The World Economic Forum’s annual meeting, which took place last week in Davos, Switzerland, brought together the world’s top decision makers to debate global issues. Known simply as “Davos,” the event has a unique significance for leaders worldwide. “The power of Davos is its ability to convene,” McKinsey global managing partner Bob Sternfels told Leading Off. “It is an opportunity for leaders in government and business to come together and be thoughtful about how to work together. With the current convergence of multiple generation-defining issues at once, from disruptive technologies to geopolitical dynamics, these dialogues have never been more important.” This week, we bring you Davos highlights selected for their relevance to leaders who wish to take swift action on these issues. AN IDEA Find a balance Throughout history, cooperation and conflict have coexisted—and in today’s volatile world, cooperation may need to take the lead. Leaders may find the joint WEF/McKinsey Global Cooperation Barometer 2024 a useful tool to design positive actions. The barometer uses 42 indicators to measure the state of global cooperation in five areas: trade and capital, innovation and technology, climate and natural capital, health and wellness, and peace and security. So far, the barometer’s results are mixed. For example, global cooperation in innovation and technology advanced significantly from 2012 to 2020 but fell off during the COVID-19 pandemic. Promoting greater cross-border collaboration—such as international student exchanges—and harmonizing global regulation of frontier technologies may be two critical areas for leaders to address. A BIG NUMBER 3 Capturing a three-sided productivity opportunity—operating with excellence, optimizing capital leverage, and accelerating growth—could help create the economic conditions for a much brighter future. “Productivity is the imperative that can deliver business outperformance and a future of abundance,” note McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit in a new article. “Creating productivity growth across an organization requires management teams to execute a range of difficult actions simultaneously.” That may mean focusing more intensely on balance sheet discipline or shifting attention from talent attraction to measuring the return on talent investments—new twists on activities with which business leaders are already familiar.  A QUOTE “If you wanted to boil down 2023 to one concept, it would have to be generative AI.” That’s McKinsey senior partners Kate Smaje and Rodney Zemmel on the overwhelming buzz around this new technology, which dominated many sessions at Davos. “[It] stands to have a profound impact on how we live and work,” they observe. “But the very excitement around gen AI is in danger of distracting business leaders from some other core business imperatives.” The McKinsey experts point to ten such fundamentals “that are often overlooked under the stresses of day-to-day demands and technology hype.” For example, it’s relatively easy to innovate but much harder to scale: an estimated 40 percent of digital and AI transformations stall at the scaling phase. Leaders need to “understand the specific capabilities it takes to scale and build them into the road map,” suggest Smaje and Zemmel. A SPOTLIGHT INTERVIEW Among the main topics of discussion at this year’s Davos meeting was sustainable inclusive growth—and financial inclusion could be an important way to contribute to that growth. In a discussion with McKinsey senior partner André Dua, Michael Froman, president of the Council on Foreign Relations and former vice chairman and president of strategic growth at Mastercard, notes that the private and public sectors need to work together to help more people gain access to economic opportunity. For example, in many economies, “you’ve got people who are sending money to their friends and family and are dependent on expensive remittance providers,” says Froman. “And all of those services can be provided more affordably, but it really involves financial institutions, networks, and others finding ways to reach that market and making those services available in an affordable manner.” WHODUNIT Missed Davos this year? Prepare for it like a pro in 2025 with the tips we’ve gathered. We checked in with McKinsey leaders on how they passed the time during their long commute to the Alpine resort. Note for next year: bring a book. Indulging in a juicy read was among the diversions. “I read a book by Benjamin Stevenson called Everyone in My Family Has Killed Someone,” one senior partner told us. “It’s a nod to Agatha Christie in a more modern way, where [the author] sets himself and his family in this isolated mountain village and bad things happen.” Or you could get a head start on Davos by preparing for upcoming meetings with key stakeholders, including CEOs. Simply type the person’s name into a podcast app, suggests another senior partner: “Almost inevitably, they’ve done some podcast, and it’s great to listen to the person talk about their journey and what they’re focused on in their own words, and even weave in some of those tidbits into the discussion. It really shows that you’ve done your preparation for it.” Lead by taking action. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to 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> - 04:05 - 22 Jan 2024

• Why aren’t many companies getting full value from their cloud investments?

  On Point

  Mistakes that can destroy value ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Competing in the cloud In the news • Controlling cloud costs. Businesses are trying to rein in their cloud-computing costs. With the arrival of generative AI (gen AI), that task has gotten a lot harder, according to the Wall Street Journal. A US pharmaceutical company’s use of gen AI to identify potential new drugs has pushed up its use of cloud services, said a senior tech leader there. The global market for the cloud is expected to increase 20.4% between 2023 and 2024, reaching $678.8 billion, according to a US market research company. [WSJ] • Cloud-based chatbots. As with semiconductor chips and software engineers, tech companies are depending more and more on cloud technologies when developing AI platforms, per CNN. That places cloud providers—which offer computing power, data storage, and business applications—at the center of gen AI, a breakthrough technology that promises to transform the workplace. Total cloud spending could increase to $679 billion in 2024, from $563 billion, according to market analysts. [CNN] “When we look at our cohort of around 80-plus cloud leaders at major enterprises, on the median, we’re about 20% adopted in cloud.”   On McKinsey.com • Challenges of cloud adoption. For companies that successfully use cloud technology, about $3 trillion worth of business value is at stake. Many enterprises, however, struggle to realize the full benefits of cloud-based platforms, McKinsey partners Mark Gu and James Kaplan share on a recent episode of The McKinsey Podcast. According to new McKinsey research, only 20% to 30% of industries are using cloud programs regularly and at scale. • Avoiding cloud sprawl. Cloud sprawl is one of three big issues that can result in lost value for companies, Gu reveals. Particularly in large, complex organizations, when leaders try to foster broad organizational buy-in, they often take an approach to cloud adoption that is very democratic. But when companies allow different business units to employ various cloud providers, costs can quickly multiply, cutting into ROI. Discover how to avoid the common pitfalls of adopting cloud technologies. See cloud-computing tips — 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 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> - 01:28 - 22 Jan 2024

• The week in charts

  The Week in Charts

  CO2 removal, geopolitical instability, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored themes related to the World Economic Forum Annual Meeting, including CO2 removal, geopolitical instability, business resilience, productivity gains from generative AI, and economic empowerment. FEATURED CHART Removing carbon, one solution at a time See more This week’s other select charts Geopolitical conflicts loom large A resolution to build resilience Gen AI’s productivity possibilities  Boosting economic empowerment  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 03:09 - 20 Jan 2024

• You’re a new CEO. Act quickly and think like an outsider.

  Fortune favors the bold ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | January 2024 The strategic moves behind successful new CEOs It’s the start of a new year, and you’re a new CEO. Aside from tackling that enduring list of resolutions that you absolutely intend to keep this year (for real this time), you have something else to consider: the performance of the company you are now leading. And the moves you make at the outset will greatly determine your odds of success. The stakes are high, and the window of opportunity is relatively brief. What’s a new CEO to do? In our experience, fortune favors the bold. CEOs who made multiple moves early on at poorly performing companies fared far better than their less intrepid counterparts. But moves alone won’t quite get you there. Also crucial is adopting an outsider’s mindset. External hires—who have a greater propensity to act and are less encumbered by legacy obstacles—typically have an edge over their internally promoted counterparts. But you needn’t be an outsider to act like one. Internal hires who can sidestep company politics and reset expectations can be just as successful as even the best external hires. The business arena has only gotten more complex, more volatile, and more intense in the eight years since Michael Birshan, Thomas Meakin, and Kurt Strovink’s 2016 classic, “How new CEOs can boost their odds of success.” Let these lessons guide you in the new year and your new tenure. — Drew Holzfeind, editor, Chicago Move boldly Related Reading Starting strong: Making your CEO transition a catalyst for renewal  Staying ahead: How the best CEOs continually improve performance What makes a successful CEO?  Did You Miss Our Previous McKinsey Classics? Perfecting your approach to personalized marketing Targeted communications can boost customer loyalty and spur growth—if you know how to use them. Learn how to make the most of your personalized-marketing efforts. Get personal  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 our McKinsey Classics 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 Classics" <publishing@email.mckinsey.com> - 12:42 - 20 Jan 2024

• EP95: Linux File System Explained

  EP95: Linux File System Explained

  

  This week’s system design refresher: Linux File System Explained (Youtube video) REST API Vs. GraphQL Key Use Cases for Load Balancers Types of memory. Which ones do you know? Top 6 Firewall Use Cases SPONSOR US ScyllaDB Summit | Feb 14-15 | Free + Virtual (Sponsored)  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more EP95: Linux File System Explained ByteByteGo Jan 20   READ IN APP   This week’s system design refresher: Linux File System Explained (Youtube video) REST API Vs. GraphQL Key Use Cases for Load Balancers Types of memory. Which ones do you know? Top 6 Firewall Use Cases SPONSOR US ScyllaDB Summit | Feb 14-15 | Free + Virtual (Sponsored) Join thousands of your peers for an unprecedented opportunity to learn from experts at Discord, Disney, Expedia, Zee, ShareChat, Paramount & more – for free, from anywhere.  30+ talks on NoSQL, Kafka, Kubernetes, and AI/ML system architectures and best practices, plus interactive hands-on training.  Discord Keynote: Everything's great until the database is down. Bo Ingram, staff engineer at Discord and author of ScyllaDB in Action, shares lessons from their  database outage so that you can learn from their mistakes. GET YOUR FREE TICKET Bonus: Register this week to win one of 300 free SWAG PACKS. Linux File System Explained REST API Vs. GraphQL When it comes to API design, REST and GraphQL each have their own strengths and weaknesses. REST Uses standard HTTP methods like GET, POST, PUT, DELETE for CRUD operations. Works well when you need simple, uniform interfaces between separate services/applications. Caching strategies are straightforward to implement. The downside is it may require multiple roundtrips to assemble related data from separate endpoints. GraphQL Provides a single endpoint for clients to query for precisely the data they need. Clients specify the exact fields required in nested queries, and the server returns optimized payloads containing just those fields. Supports Mutations for modifying data and Subscriptions for real-time notifications. Great for aggregating data from multiple sources and works well with rapidly evolving frontend requirements. However, it shifts complexity to the client side and can allow abusive queries if not properly safeguarded Caching strategies can be more complicated than REST. The best choice between REST and GraphQL depends on the specific requirements of the application and development team. GraphQL is a good fit for complex or frequently changing frontend needs, while REST suits applications where simple and consistent contracts are preferred. Key Use Cases for Load Balancers The diagram below shows top 6 use cases where we use a load balancer. Traffic Distribution Load balancers evenly distribute incoming traffic among multiple servers, preventing any single server from becoming overwhelmed. This helps maintain optimal performance, scalability, and reliability of applications or websites. High Availability Load balancers enhance system availability by rerouting traffic away from failed or unhealthy servers to healthy ones. This ensures uninterrupted service even if certain servers experience issues. SSL Termination Load balancers can offload SSL/TLS encryption and decryption tasks from backend servers, reducing their workload and improving overall performance. Session Persistence For applications that require maintaining a user's session on a specific server, load balancers can ensure that subsequent requests from a user are sent to the same server. Scalability Load balancers facilitate horizontal scaling by effectively managing increased traffic. Additional servers can be easily added to the pool, and the load balancer will distribute traffic across all servers. Health Monitoring Load balancers continuously monitor the health and performance of servers, removing failed or unhealthy servers from the pool to maintain optimal performance. Latest articles If you’re not a paid subscriber, here’s what you missed this month. A Crash Course in Networking Netflix: What Happens When You Press Play - Part 2 Netflix: What Happens When You Press Play? 6 More Microservices Interview Questions 7 Microservices Interview Questions To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Types of memory. Which ones do you know? Memory types vary by speed, size, and function, creating a multi-layered architecture that balances cost with the need for rapid data access. By grasping the roles and capabilities of each memory type, developers and system architects can design systems that effectively leverage the strengths of each storage layer, leading to improved overall system performance and user experience. Some of the common Memory types are: 1. Registers: Tiny, ultra-fast storage within the CPU for immediate data access. 2. Caches: Small, quick memory located close to the CPU to speed up data retrieval. 3. Main Memory (RAM): Larger, primary storage for currently executing programs and data. 4. Solid-State Drives (SSDs): Fast, reliable storage with no moving parts, used for persistent data. 5. Hard Disk Drives (HDDs): Mechanical drives with large capacities for long-term storage. 6. Remote Secondary Storage: Offsite storage for data backup and archiving, accessible over a network. Over to you: Which memory type resonates most with your tech projects and why? Share your thoughts! Top 6 Firewall Use Cases Port-Based Rules Firewall rules can be set to allow or block traffic based on specific ports. For example, allowing only traffic on ports 80 (HTTP) and 443 (HTTPS) for web browsing. IP Address Filtering Rules can be configured to allow or deny traffic based on source or destination IP addresses. This can include whitelisting trusted IP addresses or blacklisting known malicious ones. Protocol-Based Rules Firewalls can be configured to allow or block traffic based on specific network protocols such as TCP, UDP, ICMP, etc. For instance, allowing only TCP traffic on port 22 (SSH). Time-Based Rules Firewalls can be configured to enforce rules based on specific times or schedules. This can be useful for setting different access rules during business hours versus after-hours. Stateful Inspection Stateful Inspection: Stateful firewalls monitor the state of active connections and allow traffic only if it matches an established connection, preventing unauthorized access from the outside. Application-Based Rules Some firewalls offer application-level control by allowing or blocking traffic based on specific applications or services. For instance, allowing or restricting access to certain applications like Skype, BitTorrent, etc. 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> - 11:36 - 20 Jan 2024

• Global trade reconfiguration, talent in 2024, competitiveness and growth in Europe, and more: The Daily Read weekender

  Get cozy with the week's big insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities This weekend, take a breather and get cozy with some of the week’s big reads on the geometry of global trade, the shape of talent in 2024, an integrated agenda for Europe, and more. McKinsey’s Jeongmin Seong, Olivia White, Michael Birshan, Lola Woetzel, and coauthors explore shifting global trade patterns between countries in a new McKinsey Global Institute report. Be prepared for a range of shifts Managers and gen AI shaped last year’s talent landscape. What's in store for talent leaders in 2024? McKinsey partners Bryan Hancock and Brooke Weddle weigh in. See what's ahead To thrive in this new era, Europe needs an integrated agenda for competitiveness, write McKinsey’s Massimo Giordano, Solveigh Hieronimus, Sven Smit, and coauthors. Safeguard growth and prosperity Insights to Impact, our weekly briefing on sustainable and inclusive growth, explores the three-sided productivity opportunity for companies, preparing for the CEO role, and more. Subscribe to the newsletter QUOTE OF THE DAY “As complex, far-reaching risks mount, from geopolitical tensions to climate change, CEOs and boards cannot afford to be caught unprepared.” —See how CEOs can tackle their company’s compounding risks in “How CEOs can mitigate compounding risks” chart of the day See the chart Ready to unwind? What is fintech? Fintechs are companies that rely primarily on technology and cloud services—and less so on physical locations—to provide financial services to customers. Understand the trends  Data Points: Your weekly quiz How well do you know the numbers behind the changes in business, society, and the world? Take the McKinsey weekly quiz to find out. Take the quiz  10-Across: “How Is ___ Still a Thing?” (recurring segment on Last Week Tonight) Know the answer? Test yourself with the latest The McKinsey Crossword: Switching Places | No. 163. Make the switch  —Edited by Joyce Yoo, editor, New York Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 12:12 - 19 Jan 2024

• Who are the McKinsey leaders attending Davos 2024?

  On Point

  McKinsey experts on key topics ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS As only McKinsey can Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Dialogues at Davos In the news • Spreading fake news. The Associated Press reports that the spread of bogus information, made easier by AI-powered platforms, could threaten democratic processes such as voting and create deeper societal rifts, according to the World Economic Forum (WEF). Government and industry leaders, including high-profile US tech executives, are expected to focus on AI at WEF’s annual meeting in Davos, Switzerland. Extreme weather could also threaten the global economy in the next two to ten years, WEF found. [AP] • Mending geopolitical rifts. According to Reuters, world leaders at the 2024 WEF annual meeting in Davos are intent on ending conflict in Africa, Europe, and the Middle East, WEF’s president remarked in January. Along with rising geopolitical risks, hundreds of Davos delegates are contending with challenging business conditions such as high interest rates and mounting debt. More than 500 finance leaders are present to discuss disruptive technologies and other trends, a WEF spokesperson noted. [Reuters] Meet some of the McKinsey leaders attending Davos and dive into their recent insights, which address topics such as CEO priorities for 2024, the world economy, and more.  On McKinsey.com • Complex challenges. Against a backdrop of heightened geopolitical tensions and a challenging macroeconomic environment, the World Economic Forum’s annual meeting in the Alpine town of Davos, Switzerland, is drawing to a close. The 2024 McKinsey delegation has joined other global leaders from government, business, and civil society to discuss critical challenges and set priorities for the coming year. Kate Smaje, a senior partner who leads digital, data, and design transformations, expects generative AI to be a prominent topic at Davos this year. • McKinsey at Davos. For McKinsey senior partner Acha Leke, chairman of McKinsey’s Africa region, Davos delegates are likely to discuss geopolitics, including the effects of global conflicts in Europe and the Middle East on countries and companies. Sustainability is also at the center of the global agenda, notes senior partner Andres Cadena, who champions Latin America’s economic development. Learn more about McKinsey leaders at Davos and their areas of focus. Hear from McKinsey experts — 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 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> - 11:15 - 18 Jan 2024

• Geopolitics and the geometry of global trade

  Be prepared for a range of shifts ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about the McKinsey Global Institute New from McKinsey Global Institute Geopolitics and the geometry of global trade Global trade patterns are reconfiguring. More shifts are likely and businesses need to be aware of the potential trade-offs of different paths ahead. Be prepared for a range of shifts Related Reading McKinsey and the World Economic Forum 2024   Global flows: The ties that bind in an interconnected world  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 Global Institute" <publishing@email.mckinsey.com> - 02:20 - 18 Jan 2024