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• The wait is over.. Announcing the 2024 Remote Influencer Report 🎉

  The wait is over.. Announcing the 2024 Remote Influencer Report 🎉

  See the top 150 remote experts who made the list!

  Hi MD, 🎉 We are excited to announce that the 2024 Remote Influencer Report is now available! 🎉 Download the Report We searched the globe to find the top 150 experts on the future of work so you know who to follow for tips, advice, and credible insights. We have organized the report by three types of influencers: Remote Innovators are those who paved the way for remote work. Remote Enablers are those who make remote work possible today. Remote Accelerators are the ones who influence what our working world will look like in the future.  Check out the report to see who made the list, hear their expert advice, and get links to the remote resources that they provide!   Thank you, Hallie Wiseman Manager, Global Campaigns Nominate an Expert for the 2025 Remote Influencer Report Identifying the top influencers in remote work each year is no easy task, and we know there are others who are making waves. If you know someone who you think should be on the next Remote Influencer Report, you can nominate them below. Nominate an influencer You received this email because you are subscribed to News & Offers from Remote Europe Holding B.V Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Europe Holding B.V Kraijenhoffstraat 137A 1018RG Amsterdam The Netherlands Copyright © 2024 All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 08:02 - 23 Apr 2024

• [Online workshop] Troubleshooting Applications and back end performance with APM 360

  New Relic

  Register for this free online workshop on the 2nd May at 10 AM BST/ 11 AM CEST for a comprehensive introduction to New Relic APM 360, the cutting-edge solution for modern distributed applications. APM 360 allows you to get a unified view of critical telemetry data across your stack and development lifecycle. Prevent issues before they escalate and troubleshoot faster with integrated infrastructure monitoring, error user impact analysis, and distributed tracing. APM 360 helps eliminate blind spots with guided workflows, ensuring comprehensive observability. In this online workshop, you’ll learn how to: Use new UI components to troubleshoot, assess user impact, and uncover coverage gaps Work with the updated infrastructure table to assess underlying backend issues Utilise the new distributed tracing component to quickly assess impacted services Explore the error user impact chart Determine root cause with errors inbox and error stack traces data Register now 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" <emeamarketing@newrelic.com> - 06:06 - 23 Apr 2024

• How could open-source software help auto leaders?

  On Point

  Advice for AV makers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Open-source software for AVs In the news • Freeway robotaxis. After making their debut in city streets in 2023, self-driving cars could soon start offering rides on some freeways in the US, the Wall Street Journal reports. That might make travel times as much as 50% shorter, according to an autonomous vehicle (AV) start-up that is now using its employees to test freeway trips in self-driving cars in Phoenix. Offering AV rides on freeways, which includes travel to airports, could allow robotaxi companies to become profitable over the long term, the start-up’s co-CEO said. [WSJ] • Self-centered drivers. Humans cause more than 42,000 traffic deaths in the US every year. Although self-driving cars have the potential to save lives, human arrogance may prevent drivers from using them, researchers note in Harvard Business Review. A study involving 1,600 people found that most rated their driving skills as superior to both automated cars and other drivers. This led them to prefer driving less-automated cars, even as they wanted others to drive more-automated ones. Making people aware of their biases could help them accept AVs. [HBV] “Our respondents often say three main technological elements are the most critical for autonomous driving: prediction, decision making, and perception software.” On McKinsey.com • AV development bottlenecks. The year 2023 was an interesting tipping point for AVs. Some companies successfully ran and scaled their first commercial operations and increased funding, while others experienced big setbacks. A recent McKinsey survey of auto executives found that the timeline for AVs has extended by an average of two years, with leaders citing regulation, technology, and consumer safety as the main bottlenecks, McKinsey partner Takuto Ueha reveals on a recent Drivers of Disruption podcast episode. • Open-source software. When companies can’t access self-driving technology, the AV industry’s growth is hindered, says TIER IV CEO Shinpei Kato, who joined Ueha on the podcast. Open-source software that’s available to all could help leaders develop AVs faster and make it easier for businesses that have deployed AVs in one location to expand to other areas, Kato adds. See how AV leaders can benefit from open-source software, and visit the McKinsey Center for Future Mobility for more on autonomous driving. See a future vision for AVs —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> - 01:21 - 23 Apr 2024

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  by "Pooja Singh" <posingh@accurate.com> - 01:20 - 22 Apr 2024

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• Reminder: Explore AI Defense Strategies with Sumo Logic

  Sumo Logic

  Join us at Booth S20 to discuss Cloud Infrastructure Security and Cloud SIEM.

  

  View in browser Dear Mohammad, Do you want to power DevSecOps in this modern age? Then join us to the AWS Summit London to learn more about how you can align these components in a modern and most efficient way, with Sumo Logic! On top of that you can find out more about the implications of AI in a modern defense strategy and explore how to defend your business against modern AI-enabled adversaries. Build an AI strategy to help your Security Operations teams adapt to new threats in this new and ever-changing cyber landscape. We're eager to meet you at booth B36 for an in-depth conversation or a demo. Best regards, Sumo Logic Register now! About Sumo Logic Sumo Logic is the pioneer in continuous intelligence, a new category of software to address the data challenges presented by digital transformation, modern applications, and cloud computing. Sumo Logic, Aviation House, 125 Kingsway, London WC2B 6NH, UK © 2024 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 06:01 - 22 Apr 2024

• Here’s to your (organization’s) health: A leader’s guide

  Health is wealth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 After more than two decades of research on organizational health—based on a company’s culture, behavior, and management practices—we know that the link between how well leaders run the organization and its ultimate performance is undeniable. Healthier organizations see a range of benefits that their not-so-healthy counterparts do not: among them, these companies are more resilient, do a better job retaining talent, and realize higher earnings growth in both the short and the long term. As the fundamental relationship between health and performance endures, the features that make an organization healthy continue to evolve over time. This week, we look at the aspects of organizational health that, according to recent McKinsey research, matter now more than ever. AN IDEA Stay stronger for longer So much in the business and economic environment has changed and challenged leaders in recent years. Yet the latest results from McKinsey’s Organizational Health Index (OHI) confirm that company culture remains a prerequisite for sustained success and superior performance. At the same time, the findings point to three insights about organizational health that speak to the current moment. According to senior partners Arne Gast and Brooke Weddle and their coauthors, decisive (as opposed to “authoritative”) leadership—which requires quick decision making and a commitment to act—is now a top predictor of health, especially when leaders empower employees on the front line. So are the pursuit of data-driven innovation (whether it’s of the bottom-up or top-down variety) and a dynamic approach to allocating talent that can both improve employee attraction and attention and enable companies to respond quickly to new trends. A BIG NUMBER 4 That’s the number of foundational “power practices” that have an outsize effect on an organization’s performance: strategic clarity, role clarity, personal ownership, and competitive insights. McKinsey’s Bryan Hancock and Brooke Weddle say a company’s organizational health journey should start with these four practices, which are must-haves for good health and performance. Companies should also stay on top of the newer elements of the OHI that reflect the shifts and challenges that today’s organizations face. Among these elements are employee experience (including well-being, connection to meaning, career growth, and inclusion) and workplace flexibility. Weddle notes that some management practices, such as practicing feedback and having a common purpose, are new to the survey and help define what a healthy organization looks like in 2024. A QUOTE “A fully remote organization can demonstrate a level of health that rivals, if not exceeds, the performance of most traditional companies.” That’s McKinsey’s Patrick Simon and his colleagues on the lessons learned about the relationship between flexible working conditions, now tested in the OHI, and organizational health. Simon and coauthors studied the practices and norms of companies that have been fully remote since before the pandemic, all of which achieved top-quartile health scores. “It is possible to reach an exceptional level of organizational health through clear values, transparent decision making, and intentional ways of working designed to overcome limits and coordination challenges,” they say—thus demonstrating the value of these characteristics to all companies, no matter where employees get their work done. A SPOTLIGHT INTERVIEW Just as organizational health requires maintenance and an ongoing commitment, so does the process of removing the organizational friction that can undermine health. According to Robert I. Sutton, organizational psychologist and Stanford University professor emeritus of management science and engineering, a glut of meetings, emails, and bureaucracy can negatively affect both employees’ and customers’ experiences with a company. Enter the “friction fixers,” who look for ways to make things easier at work, a role that anyone in the organization can play. They also understand that friction fixing is a process. “The best friction fixers tend to view organizations as malleable prototypes, not as something fixed that they can’t do anything about,” Sutton says. What’s more, “a great friction fixer redesigns the system so that it’s hard to do something that adds burden on everyone.” PEOPLE WHO NEED PEOPLE Four years after the pandemic upended conventional notions of where work happens, flexibility promises to endure as a feature of the employee experience. Our TV viewing habits might imply a nostalgia for once-common workplace rituals, though many return-to-office policies have come and gone (leaving embittered employees in the process). Beyond a mandate, what really motivates people to come back to the office? In a word, people. Research suggests that reconnecting with teammates and “work friends” can ignite a sense of purpose at work, deepen connections to the company, and enhance productivity, especially for younger workers and newer hires. Lead by committing to organizational health. – Edited by Daniella Seiler, executive editor, Washington, DC 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> - 04:32 - 22 Apr 2024

• How the best CEOs navigate the role

  On Point

  5 actions for CEO success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Stepping up to CEO In the news • Striking the right balance. Successful leadership depends upon both having ambition and staying humble, a university professor and author shares in Harvard Business Review. Humility keeps leaders grounded and open to learning about their strengths and weaknesses, enabling them to have self-awareness. Ambition gives leaders the confidence to “reach for the stars” through not only their own ability but also the expertise and capabilities of others. Across many industries, achieving success hinges on the capacity to find harmony between the two. [HBR] • Managing stress. A historic 1,914 CEOs left their posts in 2023, the Wall Street Journal notes. The exits were partly caused by burnout from the COVID-19 pandemic, according to a US company specializing in career transitions. The job can be stressful: a 2021 study found that CEOs’ life expectancies are reduced by 1.5 years due to industry setbacks. Although the pressure of the CEO role can lead to sleep and diet issues, which increase health problems, if CEOs prioritize physical, mental, and spiritual health, their leadership can be sustainable. [WSJ] By 18 months, up to 50% of new CEOs are considered to be failing, of which about 90% wish they had managed their transition differently. On McKinsey.com • Starting the CEO journey. The much-coveted CEO role is the pinnacle for many talented senior executives. To secure the top job, candidates need foresight, boldness, and humility. However, it’s important for aspiring CEOs to examine their motivations and determine whether they’re sustainable. Otherwise, CEOs will be less likely to succeed, explain McKinsey senior partners Carolyn Dewar, Scott Keller, and Vikram Malhotra—coauthors of the New York Times best-selling book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest—and Kurt Strovink. • How you transition matters. The best new CEOs treat their transitions into the role as an opportunity for renewal, both for themselves and the organizations they lead. Just as essential is the transition out of the CEO role, where effective communication amid succession planning can help maintain the bottom line. Instead of being concerned about their reputation during the transition, the best CEOs focus on how the change will affect the organization. Discover five actions CEOs can implement to find success, outlined in an edition of the McKinsey Quarterly Five Fifty. Prepare for the CEO role —Edited by Vanessa Burke, 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> - 01:41 - 22 Apr 2024

• The week in charts

  The Week in Charts

  Recreational experiences, cyber incidents in financial services, 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 recreational experiences, cyber incidents in financial services, disparities amid US communities, harnessing gen AI for productivity, and sustainably made food. FEATURED CHART Are you experienced? See more This week’s other select charts Think locally, act locally A byte out of crime The true gen AI talent pool The future of food? 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> - 03:26 - 20 Apr 2024

• The four traits of effective leaders

  Essential skills for leadership success ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 | April 2024 The successful behaviors of effective leaders McKinsey research has shown, time and again, that good leadership is crucial to maintaining a healthy organization. And while this insight might seem a bit old hat to any high-performing CEO, knowing just what leadership behaviors to focus on—which, these days, is an ever-growing list—is perhaps less obvious. Nearly a decade ago, we surveyed almost 190,000 people in more than 80 organizations to assess which leadership behaviors, from a possible list of 20, stood out among the rest. Results showed that leaders from the highest-performing companies in our research overwhelmingly exhibited four traits: they solved problems effectively, operated with a strong results orientation, sought different perspectives, and supported others. Today’s leaders face no shortage of issues to manage—from the boardroom to the front line. Just knowing where to focus one’s efforts can be challenging. To help you hone your own leadership skills, read senior partner Ramesh Srinivasan’s 2015 McKinsey Quarterly classic, “Decoding leadership: What really matters.” — Drew Holzfeind, editor, Chicago Unlock winning leadership traits Related Reading The CEO’s secret to successful leadership: CEO Excellence revisited  Staying ahead: How the best CEOs continually improve performance What is leadership?  Did You Miss Our Previous McKinsey Classics? Digitizing the risk function for the modern era Building a digital risk program is risky business. But significant improvements in risk management through digitization can help mitigate concerns and enable companies to achieve real value. Create a successful digital risk agenda 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> - 01:35 - 20 Apr 2024

• EP108: How do we design a secure system?

  EP108: How do we design a secure system?

  

  This weeks system design refresher: Top 12 Tips For API Security (Youtube video) How do we design a secure system? Things Every Developer Should Know: Concurrency is NOT parallelism Who are the Fantastic Four of System Design? SPONSOR US How to Start Your Engineering Metrics Program [Workshop] (Sponsored)

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP108: How do we design a secure system? ByteByteGo Apr 20   READ IN APP   This weeks system design refresher: Top 12 Tips For API Security (Youtube video) How do we design a secure system? Things Every Developer Should Know: Concurrency is NOT parallelism Who are the Fantastic Four of System Design? SPONSOR US How to Start Your Engineering Metrics Program [Workshop] (Sponsored) What’s the right metrics framework for your team? And how can you build a metrics program that not only measures, but improves engineering performance? LinearB is hosting a how-to workshop on May 2nd and 7th that will teach you how to shape your program to drive engineering efficiency. Successful implementation reduces cycle time by 47% on average, consistently improves developer experience measures, and increases delivery predictability.  This workshop includes: A step-by-step framework for developing your program Lessons from successful metrics + productivity initiatives Take away materials and tools to help you get started Reserve Your Spot Top 12 Tips For API Security How do we design a secure system? Designing secure systems is important for a multitude of reasons, spanning from protecting sensitive information to ensuring the stability and reliability of the infrastructure. As developers, we should design and implement these security guidelines by default. The diagram below is a pragmatic cheat sheet with the use cases and key design points. Authentication Authorization Encryption Vulnerability Audit & Compliance Network Security Terminal Security Emergency Responses Container Security API Security 3rd-Party Vendor Management Disaster Recovery Latest articles If you’re not a paid subscriber, here’s what you missed. A Crash Course in API Versioning Strategies Embracing Chaos to Improve System Resilience: Chaos Engineering A Crash Course in CI/CD A Crash Course in IPv4 Addressing A Brief History of Scaling Netflix To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Things Every Developer Should Know: Concurrency is NOT parallelism In system design, it is important to understand the difference between concurrency and parallelism. As Rob Pyke(one of the creators of GoLang) stated:“ Concurrency is about dealing with lots of things at once. Parallelism is about doing lots of things at once." This distinction emphasizes that concurrency is more about the design of a program, while parallelism is about the execution. Concurrency is about dealing with multiple things at once. It involves structuring a program to handle multiple tasks simultaneously, where the tasks can start, run, and complete in overlapping time periods, but not necessarily at the same instant. Concurrency is about the composition of independently executing processes and describes a program's ability to manage multiple tasks by making progress on them without necessarily completing one before it starts another. Parallelism, on the other hand, refers to the simultaneous execution of multiple computations. It is the technique of running two or more tasks or computations at the same time, utilizing multiple processors or cores within a computer to perform several operations concurrently. Parallelism requires hardware with multiple processing units, and its primary goal is to increase the throughput and computational speed of a system. In practical terms, concurrency enables a program to remain responsive to input, perform background tasks, and handle multiple operations in a seemingly simultaneous manner, even on a single-core processor. It's particularly useful in I/O-bound and high-latency operations where programs need to wait for external events, such as file, network, or user interactions. Parallelism, with its ability to perform multiple operations at the same time, is crucial in CPU-bound tasks where computational speed and throughput are the bottlenecks. Applications that require heavy mathematical computations, data analysis, image processing, and real-time processing can significantly benefit from parallel execution. Who are the Fantastic Four of System Design? Scalability, Availability, Reliability, and Performance. They are the most critical components to crafting successful software systems. Let’s look at each of them with implementation techniques: Scalability Scalability ensures that your application can handle more load without compromising performance. Availability Availability makes sure that your application is always ready to serve the users and downtime is minimal. Reliability Reliability is about building software that consistently delivers correct results. Performance Performance is the ability of a system to carry out its tasks at an expected rate under peak load using available resources. Over to you: What are the other pillars of system design and strategies you’ve come across? 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 Apr 2024

• Ceci n’est pas une newsletter

  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 Technology is trending like never before, with gen AI cresting the wave. Decades of experience working with executives have taught us something vital: it’s never just about the tech. Companies need to pull other levers to get the most from their digital investments, like leadership, change management, talent, and innovation. In this edition of the CEO Shortlist, we explore how organizations are already deploying realistic AI simulations to achieve operational excellence, getting value from the cloud, and more. We hope you enjoy the read. —Liz and Homayoun What’s new Get real. Simulated realism, à la The Matrix, is here. Companies can—and do—create extremely accurate digital simulations of components, products, and processes that replicate the behavior of their real-world counterparts. But don’t take our word for it: read exactly how Formula One World Championship racing, John Deere, Tata Steel, and other organizations have taken their products to the next level with AI.  Get plugged in with “The AI revolution will be ‘virtualized,’” a new article by Kimberly Borden, Mark Huntington, Mithun Kamat, and Will Roper. What’s now Come for the machine learning insights, stay for the stories. Today, Pali Bhat is Reddit’s chief product officer. But he didn’t even see his first computer until he was in college. From there, he went on to use machine learning to improve payments on Google Chrome, develop high-quality Reddit data sets to train large language models, and embrace his mistakes.  Gather ’round for story time with “Pali Bhat on building intelligent products,” a McKinsey on Building Products podcast conversation with Chandra Gnanasambandam and Rikki Singh. What’s next Up in the air. Ninety-five percent of European companies in our recent survey say they’re capturing value from cloud computing. Two-thirds have at least 20 percent of their workload on the cloud. So what’s the problem? For all their success, these companies know they’re only scratching the surface. Plenty of North American and Asian peers are in the same predicament. Our latest research has answers on what comes next.  Check your download speed with “The state of cloud computing in Europe: Increasing adoption, low returns, huge potential,” by Bernardo Betley, Hana Dib, Bjørnar Jensen, and Bernhard Mühlreiter. What’s needed Empathy and humanity. Those are the main themes we’re hearing as we talk to CEOs around the world about how they’re leading hundreds of thousands of colleagues through a seemingly endless series of global crises. In this update to our guidelines on what matters most for CEOs in 2024, we look at how things are going this year for those in the corner office.  Catch up on “CEO priorities: Where to focus as the year unfolds.” 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. Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The CEO Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 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> - 04:38 - 19 Apr 2024

• Want to know the economic upside of promoting Latinos in Hollywood?

  On Point

  Breaking barriers for Latinos in entertainment ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Supporting Latinos in Hollywood In the news • Diverse casts pay off. Diverse casts comprised most of 2023’s top-grossing movies, with nine of the ten biggest films globally featuring casts that included more than 30% people of color, a UCLA report reveals. Diversity also played an important role in driving box office success: per the study, “people of color dominated opening-weekend sales for 14 of the top 20 films.” Yet the report’s authors note that despite some signs of progress with increasing diversity, there’s still much room for improvement. And they warn that the DEI initiatives that started several years ago might be dwindling, the Los Angeles Times states. [LA Times] • Lagging Latino representation. While 2023 saw an increasing proportion of directors, writers, and lead actors who are people of color, Latino representation overall “has not improved over the years,” a cofounder of the UCLA report shared with NBC News. Latinos represent roughly 20% of the US population and about 25% of moviegoers each year but “only have at most a little over 7% representation in front of the camera,” the UCLA leader added. Among 2023’s top films, just five showcased Latinos in lead roles. [NBC News] The entertainment industry could generate an additional $12 billion to $18 billion a year in annual revenue if Latino representation in Hollywood improved. On McKinsey.com • Untapped potential of Latinos. Latinos could be the biggest per capita US consumers of media—and their culture and talent are popular among non-Latino US and global audiences, say senior partner Tomás Lajous and coauthors. Yet Latinos hold less than 5% of leading on-screen, off-screen, and executive roles in US media, according to McKinsey research. In an industry where who you know goes a long way, having fewer experienced Latinos to network with is a significant barrier. • Fostering inclusion in Hollywood. The industry’s low early-tenure pay, often in high-cost cities, is another factor making it tougher to gain a foothold. And the lack of existing movies based on Latino experiences makes it difficult to prove the success potential of new narratives. Hollywood stands to benefit greatly by offering more chances for Latino talent to thrive. Industry leaders can explore three actions to potentially capture the triple win of greater revenues, a richer range of Latino stories, and a more enriching workplace for Latino professionals. Champion Latinos in Hollywood —Edited by Querida Anderson, 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> - 11:05 - 18 Apr 2024

• Track and Manage Waste Collecting Fleets with Advanced Waste Management Software - SmartWaste.

  Track and Manage Waste Collecting Fleets with Advanced Waste Management Software - SmartWaste.

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  SmartWaste simplifies the process of monitoring waste collection activities. Track the progress of the crew in real-time, ensuring that schedules are met and routes are optimized for maximum efficiency. Download Ebook Benefits of having Waste Collection Software Grow sustainable waste collection businesses with SmartWaste Software. Get a Demo www.uffizio.com info@uffizio.com +91-7283858080 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 18 Apr 2024

• A Crash Course in API Versioning Strategies

  A Crash Course in API Versioning Strategies

  

  Developing an API involves a lot of work, from planning to implementation. It's crucial to have a clear and easy-to-understand versioning strategy to avoid confusing developers. In this week's issue, we'll explore different versioning strategies for APIs.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. A Brief History of Scaling Netflix 15 Open-Source Projects That Changed the World The Top 3 Resume Mistakes Costing You the Job How to Design a Good API? Virtualization and Containerization: Which one to pick? To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid A Crash Course in API Versioning Strategies ByteByteGo Apr 18 ∙ Preview   READ IN APP   Developing an API involves a lot of work, from planning to implementation. It's crucial to have a clear and easy-to-understand versioning strategy to avoid confusing developers. In this week's issue, we'll explore different versioning strategies for APIs. We'll begin by examining the reasons for versioning APIs and when it's necessary to release a new version. We'll also investigate various versioning strategies, how to label API versions, and methods for gracefully retiring outdated API versions. So, without further ado, let’s jump right into it.  Why Version APIs?  As we add new features to our API, fix existing issues, or change how our API works, we need to deliver these changes without disrupting our users. Let’s understand this with an example. Imagine we have an API for weather forecasts. Thousands of websites use it to build dashboards and other applications. Let's say we want to change the data contract of our response object. This could involve renaming a field, adding a new one, or changing the entire data contract. If we change an existing field name, our users’ applications might stop working or start throwing errors.  To fix this, we'd have to ask all our users to update their applications to work with our newest changes. If this happens often, our users will be frustrated.  Versioning solves this problem. When we want to release a breaking change, we upgrade the version of our API. We release it in a way that lets users choose when to accept the changes.  Once clients start using our API, they rely on it to work as originally designed. If we make changes or release new versions without considering our clients' needs, it could cause problems. That's why it's important to version our API and give clients the choice to upgrade when they're ready. That's why designing for change is essential for APIs. We should use versioning to deliver changes to our users in a clear, consistent, and well-documented manner. When to Version APIs?... 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> - 11:35 - 18 Apr 2024

• How well do you understand your own supply chain?

  On Point

  Addressing supply chain risk ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Strengthening supply chains In the news • From offshoring to reshoring. For decades, companies have moved manufacturing abroad to take advantage of lower-priced labor costs. Now, geopolitical considerations, the need for faster product development, and consumer demand for fast delivery are prompting businesses to relocate overseas manufacturing to their home countries, according to the BBC. A January 2024 study of roughly 1,000 executives found that more than 50% of UK manufacturers are currently reshoring production. [BBC] • Tech manufacturing boom. Southeast Asia is emerging as a hub for electrical and electronics manufacturing and as a critical juncture in the semiconductor supply chain, the New York Times reports. As businesses seek to reduce their reliance on China, large tech companies in the US and Europe are spending billions of dollars to expand production in the region. One US tech company is partnering with a Southeast Asian utilities company to contribute $4.3 billion toward building infrastructure for AI and cloud computing. [NYT] In one recent survey of senior global supply chain executives, only about half reported that they understood the location and essential risks of their tier-one suppliers. On McKinsey.com • Complex supply chains. Global trade has increased since the 1990s, improving millions of lives. Yet geopolitical concerns are also rising, and reducing imports from a country may not reduce geopolitical risk as much as expected. For instance, although the share of US imports of Chinese-made goods has declined, China’s share of value added in US final consumption has stayed steady, McKinsey Global Institute director Olivia White and coauthors reveal. This could result in a longer, more opaque, and not much more geopolitically diversified supply chain. • Understanding risk. For CFOs who function as the de facto chief risk officer in many organizations, it’s essential to dig deeper. A recent McKinsey survey revealed that only 2% of global supply chain leaders had visibility into their supply base beyond the second tier of suppliers. Find out three types of competitive edge that the best leaders sharpen in uncertain times, and read McKinsey Global Institute’s full report, Geopolitics and the geometry of global trade, to learn how global trade patterns are changing. Assess supply chain risks —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> - 01:44 - 18 Apr 2024

• What’s the future for cities in the postpandemic world?

  Tune in ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 What’s the future for cities in the postpandemic world? Leading urban economist Ed Glaeser talks doom loops, hybrid spaces, the 15-minute city, and bumpy roads. Tune in Prefer audio? Listen to the podcast, and explore past episodes of the Forward Thinking podcast. Subscribe via iTunes or Spotify. Related Reading How to get remote working right with Nicholas Bloom  Pandemic paradoxes, labor market myths, and ‘cowboy capitalism’ with David Autor  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> - 12:30 - 18 Apr 2024

• More data would derisk investment in women’s health

  Re:think

  Closing the women’s health gap ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON WOMEN’S HEALTH Improving women’s health could improve the world’s economy Lucy Pérez Being in good health means being unconstrained by physical, social, mental, or spiritual challenges that get in the way of being at your very best. Recent research from the McKinsey Health Institute indicates that men spend more time in good health than women do. This is what’s called the women’s health gap. What’s behind this disparity? One reason is that women often aren’t treated in a way that reflects female biology. In the past, women’s health was equated with maternal and child health or, more broadly, sexual and reproductive health. That was based on the mistaken assumption that women were just smaller men, differentiated only by their reproductive organs. It is now understood that female biology is different from male biology—beyond the reproductive system. This realization has led to more awareness of how some diseases manifest differently in women than in men and how addressing those differences can result in better health and economic outcomes. Heart attacks, for example, tend to manifest in men as pressure on the left side of the chest and a weak or numb left arm. In women, they could also present as nausea, dizziness, or a feeling that something is off but you can’t quite pinpoint what. When a woman shows up to the ER with these symptoms, the doctor there may not have been trained to recognize that heart attacks may manifest differently in women. As a result, women are often sent home with medicine for their nausea, instead of being treated for a heart attack. Data on why conditions manifest differently in men and women is lacking, which contributes to the health gap in multiple ways. For one, less data leads to less investment. When you’re spending upward of $1 billion to develop a drug, you want the best understanding of everything, including biological mechanisms, physiology, and genetics. The uterus is one of the least understood organs in the human body, even though almost half of the world’s population has one. A more limited understanding of how this organ works means it is riskier to develop drugs for conditions that affect it. So it’s not too surprising that uterine cancer is one of the top conditions contributing to the women’s health gap in the United States. “Our research shows that closing the women’s health gap could boost the global economy by $1 trillion annually by 2040.” Many often assume that the women’s health gap primarily manifests later in life and is connected to women’s living longer on average. But we’ve found that the majority of the gap shows up during women’s prime working years. Not addressing it has huge economic implications, because if women were healthier, they could be more productive. Our research shows that closing the women’s health gap could boost the global economy by $1 trillion annually by 2040. For the average woman, this would mean seven more days of living in good health each year and more time to be in the workforce. Closing the gap would also contribute to a stronger society, because healthier people are able to spend more time engaging with the world around them. Employers in all industries should embrace policies that advance health equity. Support in the workplace for women experiencing menopause, for instance—a condition that almost every woman will go through but one that is poorly understood and whose diagnosis is often delayed—can go a long way toward retaining those who may otherwise exit the workforce prematurely. The medical-research and academic communities also have a significant role to play. More investment is needed to collect data that enables us to understand sex-based differences and find solutions. Medical schools should evolve away from the prevalent model today, whereby women’s health is only covered as part of the OB-GYN rotation, so that medical professionals can understand and provide sex-appropriate care. A couple of things inspire optimism. I am gratified to see more headlines about conditions that affect women differently or disproportionately. Women don’t have to lower their voices anymore to talk about menstrual health and menopause. More private-equity-backed companies are developing products focused on women’s health. The number of entrepreneurs focused on women’s health continues to rise. Regulators are increasingly demanding a better understanding of sex-based differences, and more providers are being trained on how to address sex-based differences. The world has made a lot of progress on this topic, but it still has a long way to go. Share Lucy Pérez's insights ABOUT THIS AUTHOR Lucy Pérez is a senior partner in McKinsey’s Boston office and an affiliated leader of the McKinsey Health Institute. MORE FROM THIS AUTHOR Closing the data gaps in women’s health Life sciences innovation and healthcare advancement depend on data. Today’s data fails to offer a complete picture of women’s health. What can be done? More  Health equity: A framework for the epidemiology of care Pharmaceutical and life sciences companies can unlock new opportunities, help underserved patients, and build a cycle of trust. More  UP NEXT Chandra Gnanasambandam on software productivity Companies have long had a hard time gauging what contributes to the productivity of developer teams. But a new approach could help to tackle this challenge and fuel innovation in the process. 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> - 01:07 - 17 Apr 2024

• Elevate Your Security Strategy with Sumo Logic at the AWS Summit London

  Sumo Logic

  Join us at Stand S20 for insights on AI in defense strategies.

  

  View in browser Dear Mohammad, Don't miss out on the chance to connect with Sumo Logic at the AWS Summit London on the 24th of April at the ExCel London. Swing by Stand B36 to delve into the future of defense strategies in the age of AI. Let's explore and discuss the Applications of AI in a modern defense strategy, providing insights on defending against AI-enabled adversaries and crafting an AI strategy to empower your Security Operations teams. Discover how to adapt to new threats and navigate the ever-changing cyber landscape. At our booth you can also enter a prize draw with a chance to win a remarkable2. Join us at Stand B36 and elevate your security game. We look forward to seeing you there! Best regards, Sumo Logic Register now! About Sumo Logic Sumo Logic is the pioneer in continuous intelligence, a new category of software to address the data challenges presented by digital transformation, modern applications, and cloud computing. Sumo Logic, Aviation House, 125 Kingsway, London WC2B 6NH, UK © 2024 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 06:01 - 17 Apr 2024

• How do business leaders view the world economy?

  On Point

  A fast-rising risk to growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Watching the world economy In the news • US election jitters. Companies are getting ahead of potential volatility in the markets by hurrying to secure financing before November’s US presidential election, the Financial Times reports. To date, businesses have issued dollar bonds totaling $606 billion in 2024. That’s the largest amount since around 1990 and an increase of 40% from the same time in 2023. Investors and banking leaders report that companies are eager to lock in favorable borrowing terms before the election, fearing that markets could get more costly later. [FT] • Feeling confident. American CEOs are feeling optimistic about the US economy, and many are predicting increased sales and capital investments, found a recent Business Roundtable survey cited by Axios. That suggests that the economy could continue to grow in the coming months. From January to March, the index of CEO sentiment rose 11 points to reach 85, surpassing its historical average for the first time since 2022. CEOs are projecting a steady pace of growth, with GDP expanding by 2.1% in 2024. [Axios] In a year brimming with national elections, respondents increasingly see transitions of political leadership as a primary hazard to the global economy. On McKinsey.com • Renewed optimism. What a difference a year can make. In the latest McKinsey Global Survey on economic conditions, executives’ outlook on domestic conditions in most regions has become more hopeful, despite ongoing concerns about geopolitical instability. Views of the global economy are the most positive that they’ve been since March 2022, McKinsey Global Institute chair Sven Smit and coauthors reveal. Of those surveyed, 46% expect the global economy to improve in the next six months—nearly double the share of respondents expecting worsening conditions. • Top risks to growth. The category of geopolitical instability and conflict continues to be the most cited risk to global economic growth, selected by two-thirds of respondents for the second quarter in a row. Yet in the survey for the first quarter of 2024—a year in which more than 60 countries will hold national elections—transitions of political leadership have jumped to the second-most-cited, from the fifth-most-cited, threat to the world economy. Discover five charts that capture how business leaders currently perceive the global economy. See leaders’ economic views —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> - 11:06 - 16 Apr 2024

• How PayPal Serves 350 Billion Daily Requests with JunoDB

  How PayPal Serves 350 Billion Daily Requests with JunoDB

  

  Stop releasing bugs with fully automated end-to-end test coverage (Sponsored) Bugs sneak out when less than 80% of user flows are tested before shipping. But how do you get that kind of coverage? You either spend years scaling in-house QA — or you get there in just 4 months with QA Wolf

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more How PayPal Serves 350 Billion Daily Requests with JunoDB ByteByteGo Apr 16   READ IN APP   Stop releasing bugs with fully automated end-to-end test coverage (Sponsored) Bugs sneak out when less than 80% of user flows are tested before shipping. But how do you get that kind of coverage? You either spend years scaling in-house QA — or you get there in just 4 months with QA Wolf. How's QA Wolf different? They don't charge hourly. They guarantee results. They provide all of the tooling and (parallel run) infrastructure needed to run a 15-minute QA cycle. Get a quick demo here Have you ever seen a database that fails and comes up again in the blink of an eye? PayPal’s JunoDB is a database capable of doing so. As per PayPal’s claim, JunoDB can run at 6 nines of availability (99.9999%). This comes to just 86.40 milliseconds of downtime per day. For reference, our average eye blink takes around 100-150 milliseconds. While the statistics are certainly amazing, it also means that there are many interesting things to pick up from JunoDB’s architecture and design. In this post, we will cover the following topics: JunoDB’s Architecture Breakdown How JunoDB achieves scalability, availability, performance, and security Use cases of JunoDB Key Facts about JunoDB Before we go further, here are some key facts about JunoDB that can help us develop a better understanding of it. JunoDB is a distributed key-value store. Think of a key-value store as a dictionary where you look up a word (the “key”) to find its definition (the “value”). JunoDB leverages a highly concurrent architecture implemented in Go to efficiently handle hundreds of thousands of connections. At PayPal, JunoDB serves almost 350 billion daily requests and is used in every core backend service, including critical functionalities like login, risk management, and transaction processing. PayPal primarily uses JunoDB for caching to reduce the load on the main source-of-truth database. However, there are also other use cases that we will discuss in a later section. The diagram shows how JunoDB fits into the overall scheme of things at PayPal. Why the Need for JunoDB? One common question surrounding the creation of something like JunoDB is this: “Why couldn’t PayPal just use something off-the-shelf like Redis?” The reason is PayPal wanted multi-core support for the database and Redis is not designed to benefit from multiple CPU cores. It is single-threaded in nature and utilizes only one core. Typically, you need to launch several Redis instances to scale out on several cores if needed. Incidentally, JunoDB started as a single-threaded C++ program and the initial goal was to use it as an in-memory short TTL data store. For reference, TTL stands for Time to Live. It specifies the maximum duration a piece of data should be retained or the maximum time it is considered valid. However, the goals for JunoDB evolved with time. First, PayPal wanted JunoDB to work as a persistent data store supporting long TTLs. Second, JunoDB was also expected to provide improved data security via on-disk encryption and TLS in transit by default. These goals meant that JunoDB had to be CPU-bound rather than memory-bound. For reference, “memory-bound” and “CPU-bound” refer to different performance aspects in computer programs. As the name suggests, the performance of memory-bound programs is limited by the amount of available memory. On the other hand, CPU-bound programs depend on the processing power of the CPU. For example, Redis is memory-bound. It primarily stores the data in RAM and everything about it is optimized for quick in-memory access. The limiting factor for the performance of Redis is memory rather than CPU. However, requirements like encryption are CPU-intensive because many cryptographic algorithms require raw processing power to carry out complex mathematical calculations. As a result, PayPal decided to rewrite the earlier version of JunoDB in Go to make it multi-core friendly and support high concurrency. The Architecture of JunoDB The below diagram shows the high-level architecture of JunoDB. Let’s look at the main components of the overall design. 1 - JunoDB Client Library The client library is part of the client application and provides an API for storing and retrieving data via the JunoDB proxy. It is implemented in several programming languages such as Java, C++, Python, and Golang to make it easy to use across different application stacks. For developers, it’s just a matter of picking the library for their respective programming language and including it in the application to carry out the various operations. 2 - JunoDB Proxy with Load Balancer JunoDB utilizes a proxy-based design where the proxy connects to all JunoDB storage server instances. This design has a few important advantages: The complexity of determining which storage server should handle a query is kept out of the client libraries. Since JunoDB is a distributed data store, the data is spread across multiple servers. The proxy handles the job of directing the requests to the correct server. The proxy is also aware of the JunoDB cluster configuration (such as shard mappings) stored in the ETCD key-value store. But can the JunoDB proxy turn into a single point of failure? To prevent this possibility, the proxy runs on multiple instances downstream to a load balancer. The load balancer receives incoming requests from the client applications and routes the requests to the appropriate proxy instance. 3 - JunoDB Storage Servers The last major component in the JunoDB architecture is the storage servers. These are instances that accept the operation requests from the proxy and store data in the memory or persistent storage. Each storage server is responsible for a set of partitions or shards for an efficient distribution of data. Internally, JunoDB uses RocksDB as the storage engine. Using an off-the-shelf storage engine like RocksDB is common in the database world to avoid building everything from the ground up. For reference, RocksDB is an embedded key-value storage engine that is optimized for high read and write throughput. Key Priorities of JunoDB Now that we have looked at the overall design and architecture of JunoDB, it’s time to understand a few key priorities for JunoDB and how it achieves them. Scalability Several years ago, PayPal transitioned to a horizontally scalable microservice-based architecture to support the rapid growth in active customers and payment rates. While microservices solve many problems for them, they also have some drawbacks. One important drawback is the increased number of persistent connections to key-value stores due to scaling out the application tier. JunoDB handles this scaling requirement in two primary ways. 1 - Scaling for Client Connections As discussed earlier, JunoDB uses a proxy-based architecture. If client connections to the database reach a limit, additional proxies can be added to support more connections.  There is an acceptable trade-off with latency in this case. 2 - Scaling for Data Volume and Throughput The second type of scaling requirement is related to the growth in data size. To ensure efficient storage and data fetching, JunoDB supports partitioning based on the consistent hashing algorithm. Partitions (or shards) are distributed to physical storage nodes using a shard map. Consistent hashing is very useful in this case because when the nodes in a cluster change due to additions or removals, only a minimal number of shards require reassignment to different storage nodes. PayPal uses a fixed number of shards (1024 shards, to be precise), and the shard map is pre-generated and stored in ETCD storage.  Any change to the shard mapping triggers an automatic data redistribution process, making it easy to scale your JunoDB cluster depending on the need. The below diagram shows the process in more detail. Availability High availability is critical for PayPal. You can’t have a global payment platform going down without a big loss of reputation. However, outages can and will occur due to various reasons such as software bugs, hardware failures, power outages, and even human error. Failures can lead to data loss, slow response times, or complete unavailability. To mitigate these challenges, JunoDB relies on replication and failover strategies. 1 - Within-Cluster Replication In a cluster, JunoDB storage nodes are logically organized into a grid. Each column represents a zone, and each row signifies a storage group. Data is partitioned into shards and assigned to storage groups. Within a storage group, each shard is synchronously replicated across various zones based on the quorum protocol. The quorum-based protocol is the key to reaching a consensus on a value within a distributed database. You’ve two quorums: The Read Quorum: When a client wants to read data, it needs to receive responses from a certain number of zones (known as the read quorum). This is to make sure that it gets the most up-to-date data. The Write Quorum: When the client wants to write data, it must receive acknowledgment from a certain number of zones to make sure that the data is written to a majority of the zones. There are two important rules when it comes to quorum. The sum of the read quorum and write quorum must be greater than the number of zones. If that’s not the case, the client may end up reading outdated data. For example, if there are 5 zones with read quorum as 2 and write quorum as 3, a client can write data to 3 zones but another client may read from the 2 zones that have not yet received the updated data. The write quorum must be more than half the number of zones to prevent two concurrent write operations on the same key. For example, if there is a JunoDB cluster with 5 zones and a write quorum of 2, client A may write value X to key K and is considered successful when 2 zones acknowledge the request. Similarly, client B may write value Y to the same key K and is also successful when two different zones acknowledge the request. Ultimately, the data for key K is in an inconsistent state. In production, PayPal has a configuration with 5 zones, a read quorum of 3, and a write quorum of 3. Lastly, the failover process in JunoDB is automatic and instantaneous without any need for leader re-election or data redistribution. Proxies can know about a node failure through a lost connection or a read request that has timed out. 2 - Cross-data center replication Cross-data center replication is implemented by asynchronously replicating data between the proxies of each cluster across different data centers. This is important to make sure that the system continues to operate even if there’s a catastrophic failure at one data center. Performance One of the critical goals of JunoDB is to deliver high performance at scale. This translates to maintaining single-digit millisecond response times while providing a great user experience. The below graphs shared by PayPal show the benchmark results demonstrating JunoDB’s performance in the case of persistent connections and high throughput. Security Being a trusted payment processor, security is paramount for PayPal.  Therefore, it’s no surprise that JunoDB has been designed to secure data both in transit and at rest.  For transmission security, TLS is enabled between the client and proxy as well as proxies in different data centers used for replication. Payload encryption is performed at the client or proxy level to prevent multiple encryptions of the same data. The ideal approach is to encrypt the data on the client side but if it’s not done, the proxy figures it out through a metadata flag and carries out the encryption. All data received by the storage server and stored in the engine are also encrypted to maintain security at rest. A key management module is used to manage certificates for TLS, sessions, and the distribution of encryption keys to facilitate key rotation, The below diagram shows JunoDB’s security setup in more detail. Use Cases of JunoDB With PayPal having made JunoDB open-source, it’s possible that you can also use it within your projects. There are various use cases where JunoDB can help. Let’s look at a few important ones: 1 - Caching You can use JunoDB as a temporary cache to store data that doesn’t change frequently. Since JunoDB supports both short and long-lived TTLs, you can store data from a few seconds to a few days. For example, a use case is to store short-lived tokens in JunoDB instead of fetching them from the database. Other items you can cache in JunoDB are user preferences, account details, and API responses. 2 - Idempotency You can also use JunoDB to implement idempotency. An operation is idempotent when it produces the same result even when applied multiple times. With idempotency, repeating the operation is safe and you don’t need to be worried about things like duplicate payments getting applied. PayPal uses JunoDB to ensure they don’t process a particular payment multiple times due to retries. JunoDB’s high availability makes it an ideal data store to keep track of processing details without overloading the main database. 3 - Counters Let’s say you’ve certain resources that aren’t available for some reason or they have an access limit to their usage. For example, these resources can be database connections, API rate limits, or user authentication attempts. You can use JunoDB to store counters for these resources and track whether their usage exceeds the threshold. 4 - Latency Bridging As we discussed earlier, JunoDB provides fast inter-cluster replication. This can help you deal with slow replication in a more traditional setup. For example, in PayPal’s case, they run Oracle in Active-Active mode, but the replication usually isn’t as fast as they would like for their requirement. It means there are chances of inconsistent reads if records written in one data center are not replicated in the second data center and the first data center goes down. JunoDB can help bridge the latency where you can write to Data Center A (both Oracle and JunoDB) and even if it goes down, you can read the updates consistently from the JunoDB instance in Data Center B. See the below diagram for a better understanding of this concept. Conclusion JunoDB is a distributed key-value store playing a crucial role in various PayPal applications. It provides efficient data storage for fast access to reduce the load on costly database solutions. While doing so, it also fulfills critical requirements such as scalability, high availability with performance, consistency, and security. Due to its advantages, PayPal has started using JunoDB in multiple use cases and patterns. For us, it provides a great opportunity to learn about an exciting new database system. References: Unlocking the Power of JunoDB: PayPal’s Key-Value Store Goes Open-Source JunoDB: PayPal Open Sources Key-Value Store Redis Benchmark: Pitfalls and misconceptions Memory Bound Function High Availability   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 - 16 Apr 2024