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• Do you know how big the space economy could be by 2035?

  Only McKinsey

  Space industry opportunities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 booming space economy In the news • AI in space. Private industry and government organizations are working to create microchips that could be used for operating AI applications in space, Axios reports. Challenging conditions in space, including radiation, have made it difficult for organizations to run AI and machine learning platforms on satellites. AI and machine learning tools, which can be used to study astronomical data, maneuver satellites, and streamline operations, could further propel growth in the booming space economy. [Axios] • Cleaning up space junk. The space above Earth is cluttered with pieces of obsolete rockets, satellites, and other spacecraft, putting the burgeoning space economy at risk, Scientific American posits. About 25,000 chunks of space debris are being tracked as they orbit the planet at high speed—traveling faster than 22,000 miles per hour. Each year, there are an estimated $86 million to $103 million in damages as a result of satellites colliding with space junk. Global rules are needed to start cleaning things up. [Scientific American] “The space economy is likely to almost triple in the next ten years, from $630.0 billion to $1.8 trillion.” On McKinsey.com • Space-based capabilities. Over the next decade, the space economy will expand significantly, McKinsey senior partner Ryan Brukardt shares on an episode of The McKinsey Podcast. By investing in space, industries will be able to develop a wide range of capabilities, including in connectivity (for example, the ability to communicate with anywhere in the world using satellite communications technology), mobility (understanding where you are on Earth), and deriving data that only space-based applications can provide. • More accessible. In the past several years, it’s become less expensive to get access to space, Brukardt says. Advancements in technology, entrepreneurship, and private investment have helped bring down launch costs. Over the past decade, the world has gone from launching a few times a year to launching every other day or so with all the spacefaring countries we have now. One factor behind this change is private capital coming in to allow the exploration of more commercial use cases. Consider the space industry’s biggest opportunities. Understand the case for space —Edited by Belinda Yu, editor, Atlanta 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  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> - 01:05 - 18 Jun 2024

• ⏰ Last chance to register: API platform insights on 18 June!

  ⏰ Last chance to register: API platform insights on 18 June!

  Explore the latest API platform insights with industry insiders. Learn about trends, success metrics, and AI's role.

  Hi Md Abul, Just a quick heads up that our exciting new online panel discussion - API platform insights 2024 - in collaboration with ResearchHQ - is happening tomorrow! If you haven't registered, now's your last chance to secure your spot. 📅 Date: 18th of June  🕙 Time: 10 am EDT / 3 pm BST  📍 Location: Zoom Come join us for an in-depth discussion of the findings of the API platform insights 2024 report. We'll explore the latest trends in API platforms, discuss success metrics, and examine the role of AI tools in enhancing the efficiency and ROI of platform teams. Sign up now, and you'll receive an exclusive copy of the full report and access to the on-demand recording after the event.  Sign up now! Thanks, Budha & team Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences

  

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  by "Budhaditya Bhattacharya" <budha@tyk.io> - 06:01 - 17 Jun 2024

• The final frontier: A leader’s guide to the space economy

  Out of this world ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Few areas of the economy are as dynamic or pervasive in our day-to-day lives as outer space. Space-based technology is improving at a breakneck pace, supporting an ever-growing number of applications that we use here on Earth. And like the universe itself, the business potential seems limitless. McKinsey research suggests that the space economy is at an inflection point: it’s poised to nearly triple in size by 2035, and many industries have something to gain from the connectivity, mobility, and data capabilities that outer space offers. This week, we consider space’s strategic future and how the cosmos could help us solve some of our greatest challenges at home. AN IDEA Set a space strategy There’s a certain romance about space. But its practical applications have made it more accessible and connected to our daily lives than ever—from how we watch movies and stream content to how we track packages to how we grow crops. In a recent episode of The McKinsey Podcast, senior partner Ryan Brukardt explains the ins and outs of the fast-growing space economy and its implications for business and society. “Everybody needs to have [space] in their strategy,” Brukardt says. As space-based innovations grow apace, so does the number of companies that can benefit from them. According to McKinsey global managing partner Bob Sternfels, Brukardt, and colleagues, it’s important for leaders in all industries to bridge the gap between the space community and their customers. They can do so by setting a vision for capturing value from space-related advances, even if it means disrupting their own business; by investing in space through new partnerships or a space-dedicated business line; and by joining the broader dialogue about the space economy’s future to ensure that its benefits are as far-reaching as possible. A BIG NUMBER >1,000 That’s how many times the cost performance of satellites has improved in the past five to ten years. According to McKinsey’s Daniel Pacthod and colleagues, such rapid progress has enabled a proliferation of satellite-based use cases, including the ability to observe the effects of climate change on every corner of the planet. And there’s even more that satellites can do to advance sustainability here on Earth. The space sector can do the same, the authors say: for example, by tracking emissions, rating the sustainability of satellite missions, and setting targets for net-zero debris in orbit. A QUOTE “Don’t get excited about a new technology; instead, get excited if your particular technology addresses customer problems better than any other solution.” That’s Peter Platzer, CEO of Spire Global, dispensing advice to other space start-ups. In an interview with McKinsey, Platzer explains that a space-based business is like any other: focus on meeting customers’ needs in a way that only your company, or your technology, can. But space’s potential reach goes far beyond the sector itself, similar to the computer industry’s rise to ubiquity. “We have a few dominant internet players today, but there are almost no companies that don’t use the internet and computers,” Platzer says. “Today, the concept that even large companies would have a private satellite constellation is pretty absurd. I think in 15 years, it will be commonplace.” A SPOTLIGHT INTERVIEW While the space economy’s future is far from certain, one outcome seems probable: the legion of space-focused stakeholders will grow. For Debra Facktor, head of U.S. Space Systems for Airbus U.S. Space & Defense, this cohort should include women and other groups who are historically underrepresented in aerospace, as well as those outside STEM. “People who know how to communicate, people who can draw up contracts, experts in political science, experts in the arts—these are all important parts of our space ecosystem,” Facktor says in an interview about the future of aerospace and its workforce. Facktor also notes that the long-standing dynamic between private and public sector players is already evolving. “Commercial companies will start challenging the assumptions that the government makes and investing a lot more in rapid-cycle R&D. The government might then take those commercial investments to a new level. We’re already seeing a few examples of that.” SPACE CASE What goes up must come down, at least when you’re in Earth’s gravitational pull. But after an object from the International Space Station crashed into a family’s home in the United States, the lack of a legal framework relating to space junk—and who’s responsible when it falls on personal property—has raised a few eyebrows. Indeed, as space gets increasingly crowded, the need for good governance is greater than ever. A more structured approach to managing the space economy’s risks to infrastructure, data, and people (whether they’re on, or orbiting, the Earth) is key to ensuring its future growth. Lead by shooting for the moon. — Edited by Daniella Seiler, executive editor, Washington, DC Introducing “The McKinsey Publishing Guide to managing yourself and others” Managing your time. Building a winning team. Giving meaningful feedback. Learn how to hone these critical skills—and more—with McKinsey’s first-ever email series dedicated to your professional development. One email per week, for seven weeks. Click to subscribe  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> - 04:42 - 17 Jun 2024

• Re: Weekly update Shipping information fm China

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  Greeting

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  by "Yori" <overseas10@gz-logistics.cn> - 03:45 - 17 Jun 2024

• How widespread is the use of generative AI?

  Only McKinsey

  Our latest McK global survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Adopting gen AI in 2024 In the news • AI pricing plans. Fortune asks the following: as organizations continue to implement AI, how much should executives expect to spend on the technology? Building a large language model from scratch is extremely costly, but most companies won’t need to do that. Instead, they’ll be using already existing AI tools, including open-source models. Technology vendors typically offer three pricing plans for generative AI (gen AI): companies can pay regular subscription fees, pay for how much computing power is used, or pay when outcomes are achieved. [Fortune] • More efficient workers. By enabling workers to become more productive and thus reducing the number that need to be hired, gen AI could allow companies to trim costs, chief information officers (CIOs) suggest in the Wall Street Journal. One US regional bank is using an AI-based conversational platform to cut down on the number of incoming customer service calls. As a result of reduced call volume, the company likely hired fewer people, according to the bank’s CIO. [WSJ] In the latest McKinsey Global Survey on AI, 65% of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey. On McKinsey.com • High expectations for gen AI. 2024 is the year organizations truly begin using—and deriving business value from—gen AI, Alex Singla, McKinsey senior partner and global leader of QuantumBlack, AI by McKinsey, and coauthors share. Our latest McKinsey Global Survey on AI finds that respondents’ expectations for gen AI’s impact remain as high as they were last year, with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead. • Surge in adoption. For the past six years, AI adoption by respondents’ organizations has hovered at about 50%. This year, the survey finds that adoption has jumped to 72%. Companies are also now using AI in more parts of the business, with half of respondents saying their organizations have adopted AI in two or more business functions. Learn what high-performing companies are doing differently to create value from gen AI adoption, and visit McKinsey Digital to see examples of how companies are competing with technology. See the survey results —Edited by Belinda Yu, editor, Atlanta 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  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> - 11:06 - 16 Jun 2024

• The quarter’s top themes

  McKinsey&Company

  At #1: What's the future of AI? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   For direct answers to complex questions, check out McKinsey Explainers. Top Ten McKinsey Themes │ Second Quarter 2024 In the second quarter of 2024, our top ten posts from McKinsey Themes highlighted topics including generative AI, the traits of good bosses, and more. At No. 1 is What's the future of AI?, which draws on insights from articles by McKinsey’s Eric Lamarre, Rodney W. Zemmel, Kate Smaje, Michael Chui, Ida Kristensen, and more. Read on for our full top 10. 1. What’s the future of AI? We’re in the midst of a revolution. Just as steam power, mechanized engines, and coal supply chains transformed the world in the 18th century, AI technology is currently changing the face of work, our economies, and society as we know it. 7 technologies for the future  2. 100 articles on generative AI Since generative AI (gen AI) burst onto the scene in late 2022, it’s captivated business leaders and society at large. The excitement is well deserved: McKinsey research indicates that gen AI could add the equivalent of $2.6 trillion to $4.4 trillion of value annually—and redefine the way people work and live. Plus, our top 10  3. How to be a better boss It’s often said that your manager can make or break your experience at a job. Unfortunately, it seems that almost everyone can recall working under a bad boss at least once in their career. How do so many bad leaders come into a position of power in the first place, and why do they remain there? Traits that make great leaders  4. What do employees really want out of generative AI? As the use of generative AI (gen AI) becomes more common in the workplace, organizations are focused on how the technology can increase productivity levels. Humanize gen-AI productivity  5. Spring cleaning—for your mind It’s as if nature itself whispers the call. As the days get longer and warmer, the urge to purge our homes of the clutter, dust, and grime that accumulated in the cold winter season grows. But it's not just our living spaces that crave a thorough spring cleaning. 10 must-reads  6. Insights from our newest senior partners McKinsey recently announced the election of 54 new senior partners, representing 17 practices and 35 offices around the world. Meet the new senior partners  7. Remembering Daniel Kahneman Daniel Kahneman, author, economist, and psychologist who was awarded the Nobel Prize in Economic Science in 2002 for his seminal work on human judgment and decision making, passed away on March 27 at the age of 90. Insights on human judgment, decision making, and more  8. The McKinsey CEO Interview Did you know that McKinsey partners regularly speak with top CEOs across industries to glean valuable perspectives? Our recent and best interviews cover a range of topics, from navigating disruption to effective crisis leadership. Dive into our curated selection below for insights from these impactful leaders, and learn what it takes to thrive in today's uniquely challenging business environment. Get perspective  9. What’s the world without innovation? Innovation is the lifeblood of progress and the driving force behind the advancement of sustainable development goals. Let's get creative  10. What new grads can expect when they enter the workforce New grads are hanging up their caps, gowns, and stoles, and preparing to enter the world of work—and it looks quite different than it did a few years ago. Be prepared for changes  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. 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 are a registered member of the Top Ten Most Popular 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 Top Ten" <publishing@email.mckinsey.com> - 06:46 - 16 Jun 2024

• The week in charts

  The Week in Charts

  AI’s effect on workforce skills, healthcare gaps, 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 AI’s effect on workforce skills, healthcare gaps, the role of product marketing managers, apparel supply chains, and trends shaping the travel industry’s business models. FEATURED CHART Why women’s health lags behind men’s See more This week’s other select charts Make me a match Product marketing magic Is nearshoring in fashion? Roam if you want to 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> - 03:32 - 15 Jun 2024

• Five exercises to help you lead at your best

  Make behavioral changes stick ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 | June 2024 How exceptional leaders lead Imagine you’re an avid basketball player. Your rebounding could use some work, but your three-point game is stellar. Where to spend your time? If you’re like the pros, you won’t waste too much of it trying to perfect your weakness. Instead, you’ll focus on your strength—and ensure that you sink those threes every time. If you’re a business leader, the same lesson applies. Often, people spend great amounts of energy on their shortcomings—to unsatisfying results. But playing to your strengths and integrating them into your daily work can be much more inspiring for both you and your team. While focusing on one’s strengths might seem obvious, doing so often requires a shift in mindset. This is a crucial step when adopting new behavior, and it’s one that leaders often neglect in favor of immediate action. But ignoring the attitudes and beliefs behind previous behavior all but ensures that the new behavior a person hopes to adopt won’t stick. Leaders who are in tune with the mindsets that dictate their actions are better equipped to guide their organizations toward effective behavioral change. Finding your strength is one of five key exercises leaders can use to be more aware of their mindsets. To explore the other four—including the power of taking a pause and how to ask solution-focused questions—and to learn how to shift your own mindset in service of stronger, more purposeful leadership, read Johanne Lavoie’s 2014 McKinsey Quarterly classic, “Lead at your best.” — Drew Holzfeind, editor, Chicago Lead better by shifting your mindset Related Reading Developing dual awareness  New leadership for a new era of thriving organizations  Why so many bad bosses still rise to the top  Did You Miss Our Previous McKinsey Classics? Democratizing the role of corporate strategist Strategy can no longer be the purview of one person. An endless array of competing forces demands a dynamic strategy team. Three tips can help you get there. Enhance your strategic capabilities  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> - 12:28 - 15 Jun 2024

• EP116: 11 steps to go from Junior to Senior Developer

  EP116: 11 steps to go from Junior to Senior Developer

  

  This week’s system design refresher: What is Data Pipeline? | Why Is It So Popular? (Youtube video) 11 steps to go from Junior to Senior Developer Top 8 must-know Docker concepts What does a typical microservice architecture look like? Top 10 Most Popular Open-Source Databases

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP116: 11 steps to go from Junior to Senior Developer ByteByteGo Jun 15   READ IN APP   This week’s system design refresher: What is Data Pipeline? | Why Is It So Popular? (Youtube video) 11 steps to go from Junior to Senior Developer Top 8 must-know Docker concepts What does a typical microservice architecture look like? Top 10 Most Popular Open-Source Databases SPONSOR US New Relic Digital Monitoring Experience (DEM) (Sponsored) New Relic DEM solutions are designed to provide comprehensive insights into digital operations, allowing teams to optimize user experiences in real time. Download the datasheet for an overview of New Relic DEM capabilities: Real user monitoring (RUM): Browser monitoring and mobile monitoring   Pixel-perfect replays: Session replay Proactive issue detection: Synthetic monitoring, mobile user journeys (crash analysis), and error tracking (errors inbox) Integration and collaboration: In-app collaboration capabilities  Download the data sheet What is Data Pipeline? | Why Is It So Popular? 11 steps to go from Junior to Senior Developer Collaboration Tools Software development is a social activity. Learn to use collaboration tools like Jira, Confluence, Slack, MS Teams, Zoom, etc. Programming Languages Pick and master one or two programming languages. Choose from options like Java, Python, JavaScript, C#, Go, etc. API Development Learn the ins and outs of API Development approaches such as REST, GraphQL, and gRPC. Web Servers and Hosting Know about web servers as well as cloud platforms like AWS, Azure, GCP, and Kubernetes Authentication and Testing Learn how to secure your applications with authentication techniques such as JWTs, OAuth2, etc. Also, master testing techniques like TDD, E2E Testing, and Performance Testing Databases Learn to work with relational (Postgres, MySQL, and SQLite) and non-relational databases (MongoDB, Cassandra, and Redis). CI/CD Pick tools like GitHub Actions, Jenkins, or CircleCI to learn about continuous integration and continuous delivery. Data Structures and Algorithms Master the basics of DSA with topics like Big O Notation, Sorting, Trees, and Graphs. System Design Learn System Design concepts such as Networking, Caching, CDNs, Microservices, Messaging, Load Balancing, Replication, Distributed Systems, etc. Design patterns Master the application of design patterns such as dependency injection, factory, proxy, observers, and facade. AI Tools To future-proof your career, learn to leverage AI tools like GitHub Copilot, ChatGPT, Langchain, and Prompt Engineering. Over to you: What else would you add to the roadmap? Latest articles If you’re not a paid subscriber, here’s what you missed. A Crash Course on Cell-based Architecture A Crash Course on Content-Delivery Networks (CDN) A Crash Course on REST APIs API Security Best Practices A Crash Course in GraphQL To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Top 8 must-know Docker concepts Dockerfile: It contains the instructions to build a Docker image by specifying the base image, dependencies, and run command. Docker Image: A lightweight, standalone package that includes everything (code, libraries, and dependencies) needed to run your application. Images are built from a Dockerfile and can be versioned. Docker Container: A running instance of a Docker image. Containers are isolated from each other and the host system, providing a secure and reproducible environment for running your apps. Docker Registry: A centralized repository for storing and distributing Docker images. For example, Docker Hub is the default public registry but you can also set up private registries. Docker Volumes: A way to persist data generated by containers. Volumes are outside the container’s file system and can be shared between multiple containers. Docker Compose: A tool for defining and running multi-container Docker applications, making it easy to manage the entire stack. Docker Networks: Used to enable communication between containers and the host system. Custom networks can isolate containers or enable selective communication. Docker CLI: The primary way to interact with Docker, providing commands for building images, running containers, managing volumes, and performing other operations. Over to you: What other concept should one know about Docker? What does a typical microservice architecture look like? 👇 The diagram below shows a typical microservice architecture. Load Balancer: This distributes incoming traffic across multiple backend services. CDN (Content Delivery Network): CDN is a group of geographically distributed servers that hold static content for faster delivery. The clients look for content in CDN first, then progress to backend services. API Gateway: This handles incoming requests and routes them to the relevant services. It talks to the identity provider and service discovery. Identity Provider: This handles authentication and authorization for users. Service Registry & Discovery: Microservice registration and discovery happen in this component, and the API gateway looks for relevant services in this component to talk to. Management: This component is responsible for monitoring the services. Microservices: Microservices are designed and deployed in different domains. Each domain has its database. Over to you: What are the drawbacks of the microservice architecture? Have you seen a monolithic system be transformed into microservice architecture? How long does it take? Top 10 Most Popular Open-Source Databases This list is based on factors like adoption, industry impact, and the general awareness of the database among the developer community. MySQL PostgreSQL MariaDB Apache Cassandra Neo4j SQLite CockroachDB Redis MongoDB Couchbase Over to you: Which other database would you add to this list? 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. 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  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 15 Jun 2024

• Looking for guest post

  Hi Sir/Madam,

  I have visited your website, and it looks good. I am in search of sites to publish my articles and get backlinks in return. Will you accept my guest post? In case you accept guest posts, tell me the topic and criteria to write an article for you? Otherwise, give me a do-follow backlink from your existing post. What will be the minimum price for the permanent article with a do-follow backlink for general posts as well as casino/betting/CBD and existing post backlinks?

   Hope for positive feedback from your end. 

  ---

  by "Muhammad asad Gujjer" <muhammadasadgujjer@gmail.com> - 10:56 - 14 Jun 2024

• Delivering services to the public—digitally—with Jennifer Pahlka

  Listen in ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey Global Institute  New from McKinsey Global Institute Delivering services to the public—digitally—with Jennifer Pahlka A former US deputy chief technology officer talks about how digitization can be used to create a government that works for the people. Listen in Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking Podcast. Subscribe via Apple Podcast or Spotify. Related Reading Forward Thinking on measuring the value of the digital age with Avinash Collis  2023 ESG report  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> - 02:57 - 14 Jun 2024

• The real risk of gen AI

  The Shortlist

  Four new insights ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   FOUR OF OUR BEST NEW IDEAS FOR THE C-SUITE Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Last time, we told you the gen AI honeymoon can’t last forever. This edition of the CEO Shortlist explores what happens as we move from proof of concept to sustained sources of new value. As we know, it’s never just about the tech; gen AI is not a magic wand that will solve underlying organizational issues. Today’s leading executives are exploring how to integrate gen AI into their businesses by managing risks, building new capabilities, and aligning resources with strategy. We hope you enjoy the read. —Liz and Homayoun What’s new Still on the sidelines? If your company hasn’t moved yet on AI, you’re at risk of being left behind. Our latest survey shows that 72 percent of companies have adopted the technology and that in just one year, users of gen AI have doubled. We also learned where companies are using this tool and how much they’re investing in it.  Get in the game with “The state of AI in early 2024: Gen AI adoption spikes and starts to generate value,” by Alex Singla, Alexander Sukharevsky, Lareina Yee, and coauthors. What’s now Quit searching: money trees don’t exist. The money for gen AI transformations and other strategic initiatives typically has to be reallocated from somewhere else. But that’s easier said than done. Too often, annual resource allocation processes ultimately fail to align resources with strategy. No need to panic, though. Read “Keep calm and allocate capital: Six process improvements,” by McKinsey partner Tim Koller. What’s next Get used to it. Gen AI is here to stay. As the novelty wears off, companies must figure out how to implement the new technology to create real value. Here’s how they can start.  Surf “Gen AI’s second wave,” a Five Fifty from McKinsey Quarterly. What’s needed The biggest risk with gen AI? Not taking a risk with gen AI. “There is substantial risk associated with not diving in,” says McKinsey senior partner Ida Kristensen. But that doesn’t mean you should jump in without looking. Leaders should incorporate safeguards around data privacy, bias, and explainability when strategizing gen AI programs. Risky business? Not necessarily. Check out “Managing the risks around generative AI,” the latest episode of McKinsey’s Inside the Strategy Room podcast, featuring Kristensen and McKinsey partner Oliver Bevan. We hope you find these ideas inspiring and helpful. See you next time with four more McKinsey ideas for the CEO and others in the C-suite. 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 subscribed to The CEO Shortlist 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 CEO Shortlist" <publishing@email.mckinsey.com> - 04:45 - 14 Jun 2024

• Do you know which generations are most eager to travel?

  Only McKinsey

  Our 2024 report on tourism and hospitality ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 changing face of travel In the news • ‘Inflation vacation.’ As the value of the dollar increases, Americans are vacationing in style in countries where they can get more for their money—such as Argentina, Hungary, and Japan—the Wall Street Journal reports. In Asia, Eastern Europe, and South America, tourists are splurging on steak dinners and chic hotels that would cost much more in the US. US travelers won’t get the same value from stays in most of Europe, though, as demand for travel after the COVID-19 pandemic has raised prices, a Cornell University professor says. [WSJ] • Gen Z wanderlust. Compared with older generations, Gen Z is planning to take longer vacations, spend more money traveling, and visit international destinations more frequently, a Bank of America report cited by CNBC has found. Additionally, a study of 1,800 people in China, Germany, India, the UK, and the US revealed that 65% of Gen Zers and 72% of millennials plan to increase their spending on leisure travel this summer, compared with 54% of Gen Xers and 40% of baby boomers. [CNBC] Some widely held notions about luxury travelers—such as how much money they have or how old they are—could be due for reexamination. On McKinsey.com • Generations that prioritize travel. Global travel is back. After declining by 75% in 2020, travel is on its way to making a full recovery by the end of 2024, with domestic travel still representing the bulk of the market, McKinsey senior partner Caroline Tufft and coauthors explain. To gauge what’s on the minds of present-day travelers, McKinsey surveyed more than 5,000 of them. The results show that younger generations (Gen Zers and millennials), in particular, show significant and increasing interest in travel. • Desire for luxury. Demand for luxury tourism and hospitality is expected to grow faster than for any other travel segment. This growth is being powered in part by a large and expanding base of aspiring luxury travelers with net worths between $100,000 and $1 million. Many of these people are younger than other travelers and increasingly willing to spend larger shares of their wealth on upscale options. The increase is also a result of rising wealth levels in Asia. Read the full The state of tourism and hospitality 2024 report to explore more trends in travel. Learn how travel is evolving —Edited by Belinda Yu, editor, Atlanta 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  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> - 01:35 - 14 Jun 2024

• A Crash Course on Cell-based Architecture

  A Crash Course on Cell-based Architecture

  

  No one wants to sail in a ship that can sink because of a single hull breach. This led to the development of bulkheads, which are vertical partition walls that divide a ship’s interior into watertight compartments. Cell-based architecture attempts to follow the same concept in software development.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	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 Cell-based Architecture ByteByteGo Jun 13 ∙ Preview   READ IN APP   No one wants to sail in a ship that can sink because of a single hull breach. This led to the development of bulkheads, which are vertical partition walls that divide a ship’s interior into watertight compartments. Cell-based architecture attempts to follow the same concept in software development. In cell-based architecture, there are multiple isolated instances of a workload, where each instance is known as a cell. There are three properties of a cell: Each cell is independent. A cell does not share the state with other cells. Each cell handles a subset of the overall traffic. For example, imagine a web application that handles user requests. In a cell-based architecture, multiple cells of the same web application would be deployed, each serving a subset of the user requests. These cells are copies of the same application working together to distribute the workload. This approach reduces the blast radius of impact. If a workload uses 5 cells to service 50 requests, a failure in only one cell means that 80% of the requests are unaffected by the failure. In other words, failure isolation is the biggest benefit of a cell-based architecture. In this post, we will learn about the various aspects of cell-based architecture and its various components in more detail. What is a Workload?... Continue reading 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 - 13 Jun 2024

• Three reasons to attend our API insights webinar on 18 June

  Three reasons to attend our API insights webinar on 18 June

  Learn about critical API trends, future-proof your platform, and get actionable advice. Sign up today!

  Hi Md Abul, Our API platform insights 2024 webinar, in partnership with ResearchHQ, is happening next week! We believe this event is a must-attend and have outlined three reasons below why it must be on your calendar for next week.   📅 Date: 18th of June  🕙 Time: 10 am EDT / 3 pm BST  📍 Location: Zoom Sign up now! Here's three practical reasons why you must attend: Uncover hidden digital infrastructure issues. Gain insights into critical challenges and learn where to act for maximum efficiency. Explore new API trends. With 26% of organisations using AI and 54% prioritising automation, stay updated on the latest advancements to future-proof your platform and team. Seize the opportunity to learn from industry experts. 46% of organisations focus on metrics that drive business value and ROI. Get practical advice to enhance your API strategy. Register today, and you'll receive an exclusive copy of the full report and access to the on-demand recording after the event. Thanks, Budha & team Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911 Unsubscribe Manage preferences

  

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  by "Budhaditya Bhattacharya" <budha@tyk.io> - 06:17 - 13 Jun 2024

• RE: Learn

  Hello,

   

  Did you have a chance to view my previous email which I have sent you?

   

  Kindly share your thoughts about acquiring the list, so that we can give you the cost & count details.

   

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  From: Jessica Martin
  Sent: Thursday, June 6, 2024 4:06 PM
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  Dear Exhibitor,

   

            Hope this note finds you well.

   

  I am writing to confirm, whether you are interested in acquiring the attendees mailing list of the below mentioned tradeshow ?

   

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  by "Jessica Martin" <jessica.martin@reachprospects.onmicrosoft.com> - 06:03 - 13 Jun 2024

• What can AI do for business?

  Only McKinsey

  Breaking down barriers to integrating AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 AI and the future of work In the news • The AI job myth. Despite alarm bells being sounded about AI’s ability to displace millions of workers, there is skepticism about the extent of such a disruption, regardless of how the technology advances, reports the Wall Street Journal. AI does have the potential to transform many aspects of work and make workers more productive. Yet today’s work is multifaceted and not easily replicable by AI. This suggests that, even for the responsibilities that AI takes over, human oversight will still be needed, academic experts say. [WSJ] • AI’s productivity hope. The hope of boosting efficiency has led companies across industries to integrate AI into their operations, the New York Times notes. Increased productivity can stimulate growth in economies while limiting the risk of rising inflation. Yet many economists and officials note that the effects of AI likely won’t be evident in the short term. Other economists are optimistic about organizations realizing AI’s benefits this decade, pointing to the technology’s wide-ranging potential applications. [NYT] Companies that can’t take full advantage of AI are already being sidelined by those that can in industries like auto manufacturing and financial services. On McKinsey.com • AI fear factor. Throughout most of human history, people have found almost infinite uses for machines, from the discovery of the wheel to the invention of modern-day robots. However, people have also always worried that machines might end up endangering humankind. With the rise in the commonplace use of AI, this fear is even more profound. But AI’s true value is in how companies use these systems to assist their workforces—and how they build trust in AI. • Expanding AI use. All kinds of businesses will find merit in AI. Using AI has matured from manufacturing and risk to marketing and sales, product and service development, and strategy and corporate finance, according to research by McKinsey senior partner and QuantumBlack, AI by McKinsey, global leader Alex Singla and coauthors. Organizations that make bigger AI investments, scale more quickly, and recruit and train top AI talent are finding a competitive edge over those that don’t. But most organizations are currently only testing the AI waters. Explore three major shifts organizations can make to scale up AI. Capture the AI opportunity —Edited by Querida Anderson, senior 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  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> - 01:47 - 13 Jun 2024

• Carbon removals are vital to a net-zero future

  Re:think

  The market for carbon removals could be significant  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON CARBON REMOVALS Why more businesses are counting on carbon removals Mark Patel Reducing carbon emissions is fundamental to reaching net-zero targets. There’s no dispute about that. But, to date, there aren’t enough solutions at scale to reduce emissions fast enough. That’s why carbon removal has emerged as a vital way to help meet climate targets, to bridge the gap between emissions reduction and a net-zero future. A look at companies that have been transparent about their path to decarbonization shows that an increasing number are relying on negative emissions.   Carbon removal entails removing CO2 from the atmosphere and storing it somewhere environmentally safe, such as in oceans or in the ground. There are both nature-based and technology-based solutions to do this. Many of these solutions have great potential, from agricultural practices that enhance CO2 uptake into soils to direct air capture, which draws CO2 directly from the atmosphere. However, these solutions are not yet available at scale. Today, although the world might be removing thousands of tons of CO2 per year, to make a real impact on climate change, the world needs to remove gigatons (billions of tons) of CO2 per year. Scaling the carbon removals industry is going to be an enormous task. For example, the supply side requires significant investment in innovation, technology, and infrastructure to drive down costs and support project development. Our analysis estimates that, to meet net-zero targets by 2050, cumulative investment in carbon removals would have to reach $6 trillion to $16 trillion. The demand side is also quite nascent, and there’s a lot of uncertainty. Voluntary carbon credit markets create a mechanism for purchasing removals, but the reality is that the big purchases of removals are being funded by a relatively small number of companies.  However, the carbon removal industry presents a significant opportunity for businesses. Our research indicates that the market for carbon removals could be worth up to $1.2 trillion by 2050. Early buyers of carbon removals could have an opportunity to solidify a supply of reliable, high-quality carbon removal credits as demand takes off. “Our research indicates that the market for carbon removals could be worth up to $1.2 trillion by 2050.” There are supplier companies that have the capabilities, technologies, or infrastructure to find value in scaling up removals. According to our analysis, suppliers—businesses that generate carbon credits based on removals—could earn 70 to 80 percent of the expected $300 billion to $1.2 trillion in market revenues. That’s roughly $200 billion to $950 billion by 2050. There are also companies that can reduce their carbon footprints by deploying removal technologies. For example, one removal approach is called enhanced weathering, where rock dust is spread onto fields, capturing CO2 as it weathers. For agriculture or consumer goods companies in the food value chain, this activity could help reduce their net emissions. For the carbon removal industry to scale, a few things need to happen. For one, there are practical limitations on how quickly companies can prove their technology works at scale. And then there’s the challenge of convincing investors and other sources of capital to fund nascent technologies. Advanced market commitments are a way for buyers to purchase future carbon removals and help solidify demand for suppliers, so they have a line of sight to their end customers while they scale. Governments can also stimulate carbon removal markets, such as with tax credits, as in the United States. This kind of support can help fund R&D, move carbon removal technologies down the cost curve, and encourage more investment.  It’s still early days for the carbon removal industry. Understanding of the technologies and market potential is low across most sectors. How carbon removal fits alongside other decarbonization activities is also not well understood. But given the net-zero commitments that companies and governments have already made—not even factoring in future commitments—the market for carbon removals is likely going to exist, and it could be big. There’s always a chance that market sentiment, regulation, and voluntary corporate behavior alter the course of things. But if companies play forward today’s trends, carbon removals could be an industrial segment in its own right. Share Mark Patel’s insights ABOUT THIS AUTHOR Mark Patel is a senior partner in McKinsey’s Bay Area office. MORE FROM THIS AUTHOR Carbon removals: How to scale a new gigaton industry CO2 removal (CDR) capacity is far from the gigaton scale needed to round out businesses’ net-zero efforts by 2050. We explore a mature CDR market’s potential and possible first-mover advantages. More  CO2 removal solutions: A buyer’s perspective As climate change impact becomes increasingly apparent, the adoption of decarbonization commitments is accelerating. Companies are acting rapidly and decisively to reduce greenhouse-gas emissions and neutralize residual emissions. More  UP NEXT Michael Birshan on strategic courage It’s not enough to ride out waves of economic and political uncertainty. These are the times when leaders need to be the boldest and bravest. 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> - 02:32 - 12 Jun 2024

• Packaging Services

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  Send over your artwork and confirm the quantity so I can assist you.
  
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  by austin.americacustompackaging@gmail.com - 11:10 - 12 Jun 2024

• Your Reliable Translation Partner Mars Translation

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  by "Mona Xiang" <mona.xiang@marstranslation.co> - 05:36 - 12 Jun 2024