Archives
-
Join me on Thursday for Level up your Kubernetes Observability with New Relic
Hi MD,
It's Harry Kimpel, Principal Developer Relations Engineer at New Relic, here.
We all know that Kubernetes will not go away anytime soon. Prometheus is the de-facto standard when it comes to gathering metrics from various components of a Kubernetes environment, including applications, services and the underlying infrastructure.
I wanted to share something that might interest you – a free online workshop "Level up your Kubernetes Observability with New Relic" on 22nd February at 10 am GMT/ 11 am CET. I'll be diving into the nitty-gritty of crafting a solid understanding of the Prometheus agent for Kubernetes. Picture this: live Kubernetes environment, hands-on with Kubernetes labels and annotations, manipulating data ingest by dropping labels and metrics, and much more.
Topics on the agenda? Think about improving your understanding of the Prometheus agent and how to make configuration changes that affect the metrics sent to New Relic. It's the kind of insider info that can make a real difference in your day-to-day.
You can find the full agenda on the registration page here. While we recommend attending the hands-on workshop live, you can also register to receive the recording.
I hope to see you then,
Harry Kimpel
Principal Developer Relations EngineerNew Relic
This email was sent to info@learn.odoo.com as a result of subscribing or providing consent to receive marketing communications from New Relic. You can tailor your email preferences at any time here.Privacy Policy © 2008-24 New Relic, Inc. All rights reserved
by "Harry Kimpel, New Relic" <emeamarketing@newrelic.com> - 06:11 - 20 Feb 2024 -
Gen AI can “put the travel agent back in the online travel agency”
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
— Edited by Belinda Yu, editor, Atlanta
This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:44 - 20 Feb 2024 -
White Label Route Optimization Software - Automate the planning and scheduling of your fleets.
White Label Route Optimization Software - Automate the planning and scheduling of your fleets.
Automate planning and scheduling of fleet routes to improve efficiency, reduce costs, and enhance customer satisfaction.
Catch a glimpse of what our software has to offer
Autonomous route planning
AI-driven route planning that can reduce errors caused by human negligence and minimize human intervention.
Intelligent vehicle allocation
Maximize efficiency with our intelligent vehicle allocation, dynamically optimizing routes for reduced costs and improved service delivery.
Accurate geocoding
Leverage precise geocoding to ensure accurate location mapping for optimized routing and enhanced operational reliability.
Cost-based route optimization
Cost-based route optimization minimizes expenses by calculating the most economical paths, reducing fuel use and operational costs effectively.
Single route plan
Plan smart routes that combine regular deliveries and return trips in one journey, making logistics smoother and more efficient.
Optimization Based on Distance
Our route optimization prioritizes the shortest distances, ensuring quicker deliveries and lower fuel consumption for enhanced efficiency and cost savings.
Learn how our video telematics can help your business grow
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Sunny Thakur" <sunny.thakur@uffizio.com> - 07:00 - 19 Feb 2024 -
Feel better: A leader’s guide to the wellness market
Share this email
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
The concept of “wellness” may have become a cornerstone of workplace management strategies today: many organizations now consider ensuring employee wellness a hallmark of effective leadership. As far back as the 1940s, wellness began to be defined as something more than the mere absence of disease, and by the 1990s, it had come to mean a holistic, healthy lifestyle encompassing physical, mental, spiritual, and social well-being. But that expansive definition of wellness can be challenging to implement in practice, especially across an organization. This week, we offer a quick-start guide.
What are people looking for when they pursue wellness? They generally look for solutions across six dimensions—health, fitness, nutrition, appearance, mindfulness, and sleep. They also want effective, science-backed answers. Our latest Future of Wellness survey of more than 5,000 consumers in the United States, United Kingdom, and China reveals seven areas that may be ripe for investment in the $1.8 trillion global wellness market in 2024. For example, demand for healthy aging and longevity solutions is increasing as populations across developed economies continue to age. “Bringing products and services to market that anticipate the needs of aging consumers will be particularly important,” note McKinsey senior partner Warren Teichner and colleagues. As people live longer, leaders may need to consider how workplaces can adapt to an older workforce, as well as explore other complex issues such as financing long-term healthcare.
That’s the number of common ways in which people orient themselves toward purpose, according to McKinsey researchers. “Since individual purpose directly affects both health and motivation, forward-looking companies will be focusing on purpose as part of a broader effort to ensure that talent is given the primacy it deserves,” they suggest. For example, an employee who puts a high value on caring—one of the nine types of purpose—may prioritize helping loved ones or responding to the needs of family and friends. Leaders who can support individuals in connecting their purpose to that of their organization may help improve both organizational and employee well-being.
That’s McKinsey senior partner Aaron De Smet and colleagues on improving employee engagement. Perhaps not surprisingly, workers who report high levels of personal well-being tend to be more satisfied with their work and have a positive impact on team morale. (Our short quiz can help you assess satisfaction levels on your team.) “Managers who move their employees up the satisfaction spectrum toward higher engagement are therefore making a strategic choice,” observe the McKinsey experts. Poor employee well-being can cost an organization up to $20 million in lost opportunity and 15 to 20 percent of total payroll in voluntary turnover costs because of burnout.
Data privacy may be a big concern for consumers—but they may not mind sharing their personal data to get customized wellness products and services. That’s just one surprising finding of our survey of 7,500 consumers in six countries. Another is a growing preference for natural products. “We were surprised at the categories where natural is winning out,” says McKinsey partner Anna Pione in a McKinsey on Consumer and Retail podcast. “It does vary a little bit from country to country, but in all of them, we saw that same pattern, where ‘natural’ is winning over ‘effective’ for many categories.” Players entering the wellness segment may need to recognize that the market stands “at the intersection of healthcare, consumer goods, and digital,” notes partner Eric He. “That means you have to fundamentally think through what your winning model archetype is. What’s your differentiated value proposition? Go back to the business fundamentals.”
If you associate wellness with yoga classes, meditation camps, or healthy snack offerings, you may not be wrong. But the health and beauty makeovers of the future may add new dimensions to wellness products and services. In a video, McKinsey experts weigh in on what the wellness industry could look like in 2030. “A lot of the growth is in smaller, niche products,” says senior partner Jessica Moulton. “Keep experimenting with ways to get great at small.” Former partner and McKinsey alum Emma Spagnuolo expects beauty retailers to offer “clinical treatments, like microdermabrasion, that up until now have been done only in a dermatologist’s office or a medical spa,” while senior partner Manish Chopra anticipates a larger role for technology and wearables in the pursuit of mindfulness: “At whatever time in the evening, the wearable device would start saying, ‘Listen, you need to quiet your mind now.’”
Lead by staying well.
– Edited by Rama Ramaswami, senior editor, New York
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.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:11 - 19 Feb 2024 -
Business topics that are top of mind for McKinsey leaders in 2024
Share this email
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
New from McKinsey & Company
Leaders had a lot to navigate in 2023, including geopolitical turmoil, the energy transition, generative AI and its implications across industries and functions, and other disruptions. Which themes will dominate the business environment as they face the year ahead? This President’s Day weekend, dive into recent insights from the following McKinsey partners on topics that are top of mind for chief executives, including financing the energy transition, competitiveness in Europe, women’s health, international growth in Asia, new opportunities for generative AI, building trust and resilience, and navigating an interconnected world.
•
Michael Birshan, London
•
Solveigh Hieronimus, Munich
•
Jukka Maksimainen, Helsinki
•
Asutosh Padhi, Chicago
•
Lucy Pérez, Boston
•
Jeongmin Seong, Shanghai
•
Humayun Tai, New York
To see more essential reading on topics that matter, visit McKinsey Themes.
— Edited by Joyce Yoo, editor, New York
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.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:07 - 18 Feb 2024 -
The week in charts
The Week in Charts
Share this email
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.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:38 - 17 Feb 2024 -
EP99: What is the best way to learn SQL?
EP99: What is the best way to learn SQL?
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
Top 6 Tools to Turn Diagrams into Beautiful Code (Youtube video)
How do you pay from your digital wallet, such as Paypal, Paytm and Venmo, by scanning the QR code?
What is the best way to learn SQL?
What is gRPC?
Meet New Relic AI, the First Generative AI Observability Assistant (Sponsored)
New Relic AI makes it easy for you to get the insights you need without having to make sense of tons of telemetry data. Cut through the noise to get the right answers quickly and easily. New Relic AI leverages OpenAI’s large language models (LLMs) so that any engineer can use everyday language and a familiar chat interface to ask questions and get insights, without prior observability experience. Observability is now as simple as asking New Relic AI, “Why is my cart not working?” or “Instrument my AWS.”
Top 6 Tools to Turn Diagrams into Beautiful Code
How do you pay from your digital wallet, such as Paypal, Paytm and Venmo, by scanning the QR code?
To understand the process involved, we need to divide the “scan to pay” process into two sub-processes:
Merchant generates a QR code and displays it on the screen
Consumer scans the QR code and pays
Here are the steps for generating the QR code:
When you want to pay for your shopping, the cashier tallies up all the goods and calculates the total amount due, for example, $123.45. The checkout has an order ID of SN129803. The cashier clicks the “checkout” button.
The cashier’s computer sends the order ID and the amount to PSP.
The PSP saves this information to the database and generates a QR code URL.
PSP’s Payment Gateway service reads the QR code URL.
The payment gateway returns the QR code URL to the merchant’s computer.
The merchant’s computer sends the QR code URL (or image) to the checkout counter.
The checkout counter displays the QR code.
These 7 steps complete in less than a second. Now it’s the consumer’s turn to pay from their digital wallet by scanning the QR code:
The consumer opens their digital wallet app to scan the QR code.
After confirming the amount is correct, the client clicks the “pay” button.
The digital wallet App notifies the PSP that the consumer has paid the given QR code.
The PSP payment gateway marks this QR code as paid and returns a success message to the consumer’s digital wallet App.
The PSP payment gateway notifies the merchant that the consumer has paid the given QR code.
Latest articles
If you’re not a paid subscriber, here’s what you missed this month.
To receive all the full articles and support ByteByteGo, consider subscribing:
What is the best way to learn SQL?
In 1986, SQL (Structured Query Language) became a standard. Over the next 40 years, it became the dominant language for relational database management systems. Reading the latest standard (ANSI SQL 2016) can be time-consuming. How can I learn it?
There are 5 components of the SQL language:DDL: data definition language, such as CREATE, ALTER, DROP
DQL: data query language, such as SELECT
DML: data manipulation language, such as INSERT, UPDATE, DELETE
DCL: data control language, such as GRANT, REVOKE
TCL: transaction control language, such as COMMIT, ROLLBACK
For a backend engineer, you may need to know most of it. As a data analyst, you may need to have a good understanding of DQL. Select the topics that are most relevant to you.
Over to you: What does this SQL statement do in PostgreSQL: “select payload->ids->0 from events”?What is gRPC?
The diagram below shows important aspects of understanding gRPC.
gRPC is a high-performance, open-source universal RPC (Remote Procedure Call) framework initially developed by Google. It leverages HTTP/2 for transport, Protocol Buffers as the interface description language, and provides features such as authentication, load balancing, and more. gRPC is designed to enable efficient and robust communication between services in a microservices architecture, making it a popular choice for building distributed systems and APIs.
Key Features of gRPC:
Protocol Buffers: By default, gRPC uses Protocol Buffers (proto files) as its interface definition language (IDL). This makes gRPC messages smaller and faster compared to JSON or XML.
HTTP/2 Based Transport: gRPC uses HTTP/2 for transport, which allows for many improvements over HTTP/1.x.
Multiple Language Support: gRPC supports a wide range of programming languages.
Bi-Directional Streaming: gRPC supports streaming requests and responses, allowing for the development of sophisticated real-time applications with bidirectional communication like chat services.
Like
Comment
Restack
© 2024 ByteByteGo
548 Market Street PMB 72296, San Francisco, CA 94104
Unsubscribe
by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 17 Feb 2024 -
How to lead with inner agility
Share this email
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Confronting complexity during transformative times
Leaders today are no strangers to disruption: geopolitical conflicts, climate-related challenges, and a dizzying array of new technologies reshaping companies the world over, to name but a few. Beyond the obvious business implications, the sheer cognitive load that results from attempting to navigate these forces can be overwhelming. Faced with this competing complexity, it’s all too easy to rely on old habits to steer oneself through. But the bold leaders among us embrace the uncertainty at hand, learn from it, and use it to develop their teams—and themselves.
To better navigate the complexity, leaders can adopt five practices to help create the kind of agile mindset shift that disruptive times demand: pause to move faster (detach from the challenge to find a solution); embrace your ignorance (listen from a place of not knowing); radically reframe the questions (ask challenging questions to unblock your mental model); set direction, not destination (lead with vision, not just objectives); and test your solutions—and yourself (create safe-to-fail experiments to spark winning ideas).
Complex times require changing our relationship with complexity. To learn how, read Sam Bourton, Johanne Lavoie, and Tiffany Vogel’s 2018 McKinsey Quarterly classic, “Leading with inner agility.”Embrace uncertainty 
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.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:09 - 17 Feb 2024 -
What is the autonomous enterprise?
Hi Md Abul,
Imagine an enterprise that evolves as quickly as the market demands, with intelligent processes that improve autonomously.
Join us on February 27th for our Megacast: The Path to the Autonomous Enterprise. You’ll hear from Tray CEO Rich Waldron, CTO Alistair Russell, and our Product Management team on:
- Why iPaaS is crucial for integrating AI across your enterprise
- How Tray’s unified, multi-experience platform lets every team member enhance business processes with AI
- New product features that will accelerate your journey toward the autonomous enterprise
Save your seat!
Featured speakers
Rich Waldron
CEO & Host
Ali Russell
CTO & Host
Alex Kolhofer
Head of Product Management
Tom Walne
Lead Product Manager
© Tray.io Inc. 25 Stillman Street, San Francisco, CA 94107, United States
Connectors | Blog | Careers
Unsubscribe from Tray.io Webinar and Event Invitations
Unsubscribe from all Tray.io marketing emails
by "The Tray.io Team" <team@tray.io> - 09:08 - 16 Feb 2024 -
How ambitious are today’s professional women?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Women’s ambitions. Are women becoming less ambitious? Au contraire, McKinsey senior partners Alexis Krivkovich and Lareina Yee share on an episode of The McKinsey Podcast. Women’s career ambitions increased throughout the COVID-19 pandemic, McKinsey and LeanIn.Org’s 2023 Women in the Workplace report found. Roughly 80% of women in corporate America and Canada want to be promoted, an increase of about ten percentage points from 2019. Nearly every single woman—96%—says their career is important to them.
— Edited by Belinda Yu, editor, Atlanta
This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:44 - 16 Feb 2024 -
Virtualization and Containerization: Which one to pick?
Virtualization and Containerization: Which one to pick?
Forwarded this email? Subscribe here for moreLatest articles
If you’re not a subscriber, here’s what you missed this month.
To receive all the full articles and support ByteByteGo, consider subscribing:
Software applications have traditionally been closely tied to the specific servers they run on and the operating systems they use. But as companies look to get more out of their infrastructure while spending less time and effort managing it, vendors are offering easier deployment options. Virtualization and Containerization let you run multiple isolated applications on a single physical server while sharing and managing resources between them.
In this issue, we’ll talk about virtualization and containerization more broadly, aiming to give you a good understanding of these technologies without diving into specific platforms such as Docker and Kubernetes. While those platforms undoubtedly play significant roles here, our intention is to present a more generalized exploration. We’ll try to answer when to choose which technology and why. So, stick around and read on if you want to know the answer.
Players in the Space
Virtualization and containerization can be confusing, partly because so many players are in the space. On the virtualization side, we have open-source platforms like Xen and KVM. Then there’s VMware vSphere, Microsoft Hyper V, Oracle's Virtual Box, and more.
For containers, Docker is the most popular container engine right now. We also have alternatives like rkt, Podman, and Containerd. When it comes to container orchestration, options include Kubernetes, Docker Swarm, and Nomad.
With all these choices, how do you know what to use? Well, before we pick, let's back up and make sure we understand exactly what virtualization and containerization are. That context will help guide our decision.
Virtualization
Virtualization has been around for a while but still plays a key role in cloud computing today. So, let’s start with the basics: What exactly is virtualization?
Virtualization technology allows a single physical server to act like multiple separate computers. It creates virtual or simulated versions of computing resources like CPU, memory, network, and storage. These virtual resources can each run different applications and operating systems independently, even though they are all hosted on the same physical machine.
Here’s a straightforward example. Imagine having three physical servers, each designated for a specific purpose. One manages emails, another deals with web-related tasks, and the third oversees some internal legacy applications. Let’s say all these servers only run at about 35% capacity – nowhere near their full potential. In many traditional environments, critical apps would each run on dedicated servers to maximize stability and reliability. But this also meant inefficient resource use. Virtualization offers a solution.
It lets us divide the email server into two separate entities capable of handling different tasks, freeing up space for those legacy applications to migrate over. We get better hardware efficiency while still meeting operational needs.
With unused capacity freed up, any extra servers can now be repurposed for other uses or even retired, saving on operational and maintenance costs.
Let's talk about how virtualization works to understand where the efficiencies are.
How virtualization works
Virtualization works by creating and managing virtualized environments on a single physical machine. The key components include:
Hypervisors
Virtual machines
Host machines
Guest operating systems
Hypervisor
A hypervisor is software that runs above the physical server or host. It pools the host’s resources and allocates them to virtual machines (VMs).
There are two main types of hypervisors:
Type 1 Hypervisor: A Type 1 hypervisor installs directly on the physical server. They are also called bare metal hypervisors. Type 1 hypervisors are the most common. They provide better security and lower latency. Some examples are:
VMware ESXi
Microsoft Hyper-V
Open source KVM
Type 2 Hypervisor: A Type 2 hypervisor runs on top of a host operating system installed on the physical server. They are also called hosted hypervisors. Type 2 hypervisors see less frequent use, mainly for end-user virtualization. They have higher latency than Type 1 hypervisors. Some examples include:
Oracle VirtualBox
VMware Workstation
Keep reading with a 7-day free trial
Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives.
A subscription gets you:
An extra deep dive on Thursdays Full archive Many expense it with team's learning budget © 2024 ByteByteGo
548 Market Street PMB 72296, San Francisco, CA 94104
Unsubscribe
by "ByteByteGo" <bytebytego@substack.com> - 11:39 - 15 Feb 2024 -
Why Koneksa went from serverless back to host
New Relic
Meet the dynamic team at Koneksa. With a focus on research and discovery, this trio is driving observability and instrumentation in their infrastructure. Their agile approach ensures flexibility for collaboration with larger teams. Small but mighty, they rely on the right tools to grow and scale, emphasizing the importance of measuring tool and project value.
Koneksa's data-centric world revolves around their full-service platform for remote data collection in clinical trials. They were facing challenges in understanding user patterns, especially during burst-like data uploads, so they adopted Kubernetes and Pixie during their microservices migration. Curious about how they handled spikes in load?
Dive into their journey from serverless back to host.
Read Blog Need help? Let's get in touch.
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.
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
by "New Relic" <emeamarketing@newrelic.com> - 06:07 - 15 Feb 2024 -
How Europe can revive competitiveness
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Lackluster growth. Europe is among the world’s leaders when it comes to sustainability and inclusion. Yet, on the third factor that’s critical to a thriving and eco-friendly future—growth—Europe’s track record is not as strong. Europe’s per capita GDP was 27% below that of the United States in 2022. Bridging that prosperity divide hinges on becoming more competitive on the global stage. In this new era, competitiveness is both more urgent and more challenging for Europe, notes McKinsey senior partner Massimo Giordano and coauthors.
— Edited by Querida Anderson, senior editor, New York
This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:08 - 15 Feb 2024 -
There’s still time to enter the Remote Excellence Awards 2024 🏆
There’s still time to enter the Remote Excellence Awards 2024 🏆
The Remote Excellence Awards are designed to celebrate YOU.
This is your chance to showcase the ways your company is shaping the future of remote work. Propel your team into the global limelight and celebrate the everyday heroes who are helping redefine the workplace 🚀
Entries close March 1, 2024 at 11:59PM UTC.
We’re looking forward to your entry!
Team Remote.
.png?height=64&upscale=true&name=Youtube%20(5).png)
.png?height=64&upscale=true&name=twitter%20(4).png)
.png?height=64&upscale=true&name=instagram%20(1).png)
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 emailsRemote Europe Holding B.V
Copyright © 2024 Remote Europe Holding B.V All rights reserved.
Kraijenhoffstraat 137A 1018RG Amsterdam The Netherlands
by "Remote" <hello@remote-comms.com> - 11:31 - 14 Feb 2024 -
LEAP 2024: Get certified in API observability!
LEAP 2024: Get certified in API observability!
Hi Md Abul,
On February 29th, LEAP 2024: The API observability conference will be the gateway to transforming your API observability skills from beginner to expert.
LEAP 2024 is shaping into an extraordinary event with 20+ speakers delivering insightful sessions across two parallel tracks – one focused on decision-makers and the other on implementers!
Now, here's the really exciting part: I'm delighted to introduce something totally unique to the event – the API observability fundamentals certification.
By joining us at LEAP 2024, you'll have the chance to become one of the very first to earn this credential. Not only will it showcase your expertise, but it'll also elevate your professional profile in the ever-evolving world of API observability.
But that's not all! I'm also thrilled to announce our wonderful list of speakers so far for LEAP 2024:
In addition to your hosts, me (Budha) and Tyk's observability expert Sonja Chevre, get ready to hear from industry experts who will provide actionable advice and tips you can implement right away.
Stay tuned because we'll be announcing more speakers soon! Trust me, you won't want to miss out on what they have to share.
The important bits:
Thurs
29
FebTime
9am - 4pm
ETVirtual
Zoom
eventI can't wait to see you there and witness the incredible impact LEAP 2024 will have on your observability journey. Let's make the most of it together!
Budha and team
Tyk, 87a Worship Street, London, City of London EC2A 2BE, United Kingdom, +44 (0)20 3409 1911
by "Budhaditya Bhattacharya" <communities@tyk.io> - 12:58 - 14 Feb 2024 -
Workplace friendships are fading. How can companies encourage connection?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Benefits of connections. Social capital, or connectivity in the workplace, can facilitate greater creativity, enable greater learning, and help workers advance their careers, McKinsey senior partner John Parsons shares on an episode of The McKinsey Podcast. To fully benefit from social capital, people must value not only the strong ties that connect them to others but also the weak ties that can bridge different areas of an organization and open up new opportunities, partner Brooke Weddle explains.
— Edited by Belinda Yu, editor, Atlanta
This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:13 - 14 Feb 2024 -
Why you should pay closer attention to product design
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Pursing ‘triple wins.’ As consumers become less predictable, companies that rethink product design can make greater process toward “triple wins”: simultaneously pursuing growth, controlling costs, and reducing carbon emissions, McKinsey partner Dave Fedewa and colleagues share on an episode of the McKinsey on Consumer and Retail podcast. By eliminating an extra quarter-inch of air from a boxed food product, one company realized it could save a very large amount—eight digits, Fedewa recalls.
•
Puzzling behavior. Today’s consumers act in ways that can seem contradictory—for instance, splurging and saving at the same time, reflects McKinsey senior partner Warren Teichner. As a result, companies need to understand consumers at a much deeper level. Technologies such as generative AI can be used to scrape information and feedback from consumers, providing key insights to product designers and R&D leads, McKinsey senior partner Jennifer Schmidt explains. Discover how consumer companies can create value through innovative product design.
— Edited by Belinda Yu, editor, Atlanta
This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:49 - 13 Feb 2024 -
Video Telematics Solution - Monitor the Activity and Driver Behavior for Multiple Types of Vehicles and Industry
Video Telematics Solution - Monitor the Activity and Driver Behavior for Multiple Types of Vehicles and Industry
Change the way your clients track and monitor their fleet with our advanced video telematics software.
-1.png?width=1200&upscale=true&name=Waste%20Management%20(1)-1.png)
.png?width=1200&upscale=true&name=statics%20data%20of%20video%20telematics%20(1).png)
Learn how our video telematics can help your business grow
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Sunny Thakur" <sunny.thakur@uffizio.com> - 07:00 - 12 Feb 2024 -
The industry outlook for 2024: A leader’s guide
Share this email
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Another year, another set of opportunities and challenges for leaders in all sectors of the globe. It seems that uncertainty and disruptions are here to stay, but there are also reasons to be hopeful about the world economy. The same is true for individual industries, all of which are subject to broader macroeconomic forces as well as sector-specific trends and conditions. We’ll check in with four major industries—healthcare, financial services, energy, and fashion—about their prospects in 2024.
As New Year’s resolutions go, building healthy habits is a popular one. Dust off your gym membership, eat more greens—whatever might help you transform into a better version of yourself. The healthcare industry in the United States, which accounted for 41 percent of the world’s healthcare spending in 2021, is no stranger to transformation. After a challenging few years of fluctuating demand, high inflation, and labor shortages, the outlook for both healthcare providers and payers seems brighter. McKinsey senior partner Shubham Singhal and his colleague foresee meaningful growth opportunities in several segments between now and 2027. At the same time, US healthcare leaders must manage a range of cost pressures and macroeconomic uncertainties while continuing to innovate and improve the well-being of their patients and members.
That’s how much a bank could save by acquiring just one new customer through a qualified lead rather than on its own. According to McKinsey’s Leorizio D’Aversa, Harald Kube, Brian Ledbetter, and colleagues, external partnerships will become increasingly invaluable—and value-creating—to banks that are constantly competing with the clock. “Customers are demanding personalization and intimacy,” Sabrina Dar of Mambu, a banking technology firm, tells McKinsey. “They don’t want to tell you more than once who they are or what services they require. And they want speed.” Enter embedded finance: the placement of financial products or services in nonfinancial platforms, applications, or customer experiences. Instead of trying to build everything themselves, some banks would do well to play to their strengths and, with a little help from their friends, create an integrated experience.
That’s McKinsey senior partner Ishaan Seth reflecting on his discussions at the World Economic Forum’s annual meeting last month. Unsurprisingly, generative AI (gen AI)—and the opportunities it presents for the banking industry—was a ubiquitous topic of discussion. But in such a heavily regulated sector, Seth notes a few key questions that banking leaders must ask themselves. “For example, do you allow the algorithm to pull data from myriad sources first, or do you feed it with internal bank-generated data and then figure out what the outside world can do to supplement that?”
Last fall’s COP28 conference hosted a record number of delegates, including more than 700 CEOs. Public and private sector leaders made a range of pledges to realize the net-zero transition, including a commitment from the world’s biggest producers of nuclear energy to triple capacity by 2050. Yet despite the momentum, it’s still very difficult to finance the energy transition. In an episode of McKinsey Global Institute’s Forward Thinking podcast, Michael Chui discusses the financing challenge with Nan Ransohoff, head of climate at Stripe and leader of Frontier. On its face, Ransohoff explains, the removal and storage of CO2 doesn’t provide customers with the same type of value as other energy products. So Frontier developed an advance market commitment: a risk-adjusted portfolio of carbon removal companies that investors can buy into. This approach provides a marketplace for a product that’s hard to sell but also critical to the transition. “We aren’t going to get to net zero by emissions reduction alone,” Ransohoff says. “There are multiple parts of the solution set that we need to pursue. Carbon removal is just one of them, to make the math work.”
The fashion industry isn’t immune to the geopolitical conflicts and economic volatility that promise to affect every sector in 2024. But in McKinsey’s latest State of Fashion report, senior partners Anita Balchandani, Achim Berg, Gemma D’Auria, and their colleagues note some trends that are fully unique to fashion. Among them is the continued demand for the “gorpcore” aesthetic: picture people in fleece jackets and water-repellent pants running errands rather than taking a hike in the great outdoors. While gorpcore might still carry cachet with urban customers, the more adventure-inclined set is turning the trend on its head. Some customers in this group want streetwear-inspired pieces that can still withstand the elements. So if you’re in the market for trail-friendly jorts or a mountain biking romper with four-way stretch, you’re in luck.
Lead by brushing up on industry trends.
– Edited by Daniella Seiler, executive editor, Washington, DC
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.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:46 - 12 Feb 2024 -
How are global trade relationships changing?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Evolution of global trade. To understand how global trade relationships are changing, McKinsey Global Institute director Lola Woetzel and colleagues analyzed them using four measures: trade intensity, import concentration, geographic distance, and a new factor of geopolitical distance, which approximates how geopolitical alignment relates to trade. Since 2017, China, Germany, the UK, and the US have reduced the geopolitical distance of their trade by 4% to 10% each.
— Edited by Jermey Matthews, editor, Boston
This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:50 - 12 Feb 2024
