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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:08 - 18 May 2024 -
Three tips on how to become more strategic
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Creating a strategy dream team
How many members of your top team are involved in shaping your company’s strategic direction? If you needed fewer fingers than you have on one hand to answer that question, your team may need to be reshuffled. These days, disruption wears many faces, so the more senior leaders an organization has flexing their collective strategic muscles the better.
The good news is any executive can become more strategic. To start, make sure you really know the strategy of your specific industry. Generic strategy frameworks are just that: generic. When forming an appropriately nuanced strategy, context is everything. Next, know your disrupter. Bolstering your top team with a diverse range of perspectives and expertise can help ensure you’re sufficiently covering—and outthinking—the competition. Finally, innovate on ways to communicate your strategy so that everyone has a firm grasp on its direction.
Strategy can no longer be the purview of one person. An endless array of competing forces demands a dynamic strategy team—one where each person is firing on all cylinders. To help craft your strategy dream team, read Michael Birshan and Jayanti Kar’s 2012 McKinsey Quarterly classic, “Becoming more strategic: Three tips for any executive.”Enhance your strategic capabilities 
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by "McKinsey Classics" <publishing@email.mckinsey.com> - 12:44 - 18 May 2024 -
EP112: What is a deadlock?
EP112: What is a deadlock?
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
Top 9 Most Popular API Protocols (Youtube video)
What is a deadlock?
What’s the difference between Session-based authentication and JWTs?
Top 6 ElasticSearch Use Cases
Top 9 Cases Behind 100% CPU Usage
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Top 9 Most Popular API Protocols
What is a deadlock?
A deadlock occurs when two or more transactions are waiting for each other to release locks on resources they need to continue processing. This results in a situation where neither transaction can proceed, and they end up waiting indefinitely.
Coffman Conditions
The Coffman conditions, named after Edward G. Coffman, Jr., who first outlined them in 1971, describe four necessary conditions that must be present simultaneously for a deadlock to occur:
- Mutual Exclusion
- Hold and Wait
- No Preemption
- Circular WaitDeadlock Prevention
- Resource ordering: impose a total ordering of all resource types, and require that each process requests resources in a strictly increasing order.
- Timeouts: A process that holds resources for too long can be rolled back.
- Banker’s Algorithm: A deadlock avoidance algorithm that simulates the allocation of resources to processes and helps in deciding whether it is safe to grant a resource request based on the future availability of resources, thus avoiding unsafe states.Deadlock Recovery
- Selecting a victim: Most modern Database Management Systems (DBMS) and Operating Systems implement sophisticated algorithms for detecting deadlocks and selecting victims, often allowing customization of the victim selection criteria via configuration settings. The selection can be based on resource utilization, transaction priority, cost of rollback etc.
- Rollback: The database may roll back the entire transaction or just enough of it to break the deadlock. Rolled-back transactions can be restarted automatically by the database management system.
Over to you: have you solved any tricky deadlock issues?
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What’s the difference between Session-based authentication and JWTs?
Here’s a simple breakdown for both approaches:
Session-Based Authentication
In this approach, you store the session information in a database or session store and hand over a session ID to the user.
Think of it like a passenger getting just the Ticket ID of their flight while all other details are stored in the airline’s database.
Here’s how it works:The user makes a login request and the frontend app sends the request to the backend server.
The backend creates a session using a secret key and stores the data in session storage.
The server sends a cookie back to the client with the unique session ID.
The user makes a new request and the browser sends the session ID along with the request.
The server authenticates the user using the session ID.
JWT-Based Authentication
In the JWT-based approach, you don’t store the session information in the session store.
The entire information is available within the token.
Think of it like getting the flight ticket along with all the details available on the ticket but encoded.
Here’s how it works:The user makes a login request and it goes to the backend server.
The server verifies the credentials and issues a JWT. The JWT is signed using a private key and no session storage is involved.
The JWT is passed to the client, either as a cookie or in the response body. Both approaches have their pros and cons but we’ve gone with the cookie approach.
For every subsequent request, the browser sends the cookie with the JWT.
The server verifies the JWT using the secret private key and extracts the user info.
Top 6 ElasticSearch Use Cases
Elasticsearch is widely used for its powerful and versatile search capabilities. The diagram below shows the top 6 use cases:
Full-Text Search
Elasticsearch excels in full-text search scenarios due to its robust, scalable, and fast search capabilities. It allows users to perform complex queries with near real-time responses.Real-Time Analytics
Elasticsearch's ability to perform analytics in real-time makes it suitable for dashboards that track live data, such as user activity, transactions, or sensor outputs.Machine Learning
With the addition of the machine learning feature in X-Pack, Elasticsearch can automatically detect anomalies, patterns, and trends in the data.Geo-Data Applications
Elasticsearch supports geo-data through geospatial indexing and searching capabilities. This is useful for applications that need to manage and visualize geographical information, such as mapping and location-based services.Log and Event Data Analysis
Organizations use Elasticsearch to aggregate, monitor, and analyze logs and event data from various sources. It's a key component of the ELK stack (Elasticsearch, Logstash, Kibana), which is popular for managing system and application logs to identify issues and monitor system health.Security Information and Event Management (SIEM)
Elasticsearch can be used as a tool for SIEM, helping organizations to analyze security events in real time.
Over to you: What did we miss?
Top 9 Cases Behind 100% CPU Usage
The diagram below shows common culprits that can lead to 100% CPU usage. Understanding these can help in diagnosing problems and improving system efficiency.
Infinite Loops
Background Processes
High Traffic Volume
Resource-Intensive Applications
Insufficient Memory
Concurrent Processes
Busy Waiting
Regular Expression Matching
Malware and Viruses
Over to you: Did we miss anything important?
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by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 18 May 2024 -
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:43 - 17 May 2024 -
Thrive or dive: How workers respond to gen AI
The Shortlist
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Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
You’ve bought your AI chips, or maybe you’ve upgraded your cloud contract. You’ve started to rethink your IT stack. But is that enough? In our experience, it’s never just about the tech. To extract full value from today’s technologies, companies need much more than hardware and software. They need new ways of thinking about talent, growth, leadership, and change management. This edition of the CEO Shortlist highlights several of the elements needed to get the most out of generative AI and quantum computing. We hope you enjoy the read.
—Liz and Homayoun
Gen AI wealth is built on workplace health. The savviest among us are already using gen AI to knock out busywork. So why are heavy gen AI users increasingly likely to leave their jobs due to burnout? It’s likely because the work gen AI can’t do takes more mental energy to complete—and the elite employees who do it need time to recharge to keep performing at their best. Healthy working cultures will matter even more in the future than they have in the past.
Keep busy with five actions to maximize employee well-being in “To defend against disruption, build a thriving workforce,” a new article by Aaron De Smet, Brooke Weddle, and colleagues.Put away your magic wand. Organizational growth doesn’t happen just like that. Executives at the helm of high-growth organizations actively choose growth every day—especially amid uncertainty. We’ve seen a much steeper growth curve in companies that made bold bets during downturns, including on new technologies, than in those that played it safe.
But don’t mistake bold for reckless. Learn to walk the line with “Six strategies for growth outperformance,” the latest episode of McKinsey’s Inside the Strategy Room podcast, featuring Jill Zucker and colleagues.The quantum advantage. No, it’s not the latest Bond movie. It’s what the world’s leading companies are pursuing through investment and research in quantum computing, sensing, and communication. Our third annual Quantum Technology Monitor reviews the burgeoning opportunities, the flow of new investments, and the startling technological advances.
Leap into the Monitor’s key takeaways with “Steady progress in approaching the quantum advantage,” by Rodney Zemmel and colleagues.Time is money. When it comes to new technologies such as gen AI, speed is a strategy. But whoever invented time isn’t making more of it, as business leaders know well. Our new research reveals six ways that CFOs and other top leaders find the time to not just do their core jobs but also serve as thought partners to CEOs on topics well beyond finance, including new technologies.
Set your watch to “Six ways CFOs find the time to unlock their full potential,” by Ankur Agrawal and colleagues.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.
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:07 - 17 May 2024 -
How might featuring more Asians and Pacific Islanders advantage Hollywood?
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Surge in API on-screen presence. As the entertainment industry undergoes a transformation, studios have the chance to adopt a more inclusive casting approach and broaden their content to appeal to the Asian and Pacific Islander (API) community. While there’s been a remarkable upswing in API on-screen representation in US-distributed films, there’s a long way to go for API on- and off-screen professionals to reach parity with their peers. Moreover, US API consumers still feel their stories are not authentically portrayed. They could be convinced to spend more on entertainment if this pain point is addressed, note McKinsey senior partner Kabir Ahuja and coauthors.
—Edited by Querida Anderson, senior editor, New York
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:47 - 17 May 2024 -
Wide Range of GPS tracking software products that are easy to white-label and customize for your business needs
Wide Range of GPS tracking software products that are easy to white-label and customize for your business needs
Telematics Solutions We Offer
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:02 - 16 May 2024 -
A Crash Course in GraphQL
A Crash Course in GraphQL
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The complexity of software applications has grown by leaps and bounds over the years.
This has led to a rise in the number of interfaces between various systems, resulting in an ever-growing API footprint.
While APIs have revolutionized the connectivity between systems, the explosion of integrations between clients and servers often leads to maintenance problems. Even minor backend changes take more implementation time since developers must analyze and test more. Despite all the effort, there are still high chances that issues creep into the application.
Refactoring the application interfaces is one way to address growing maintenance costs. However, this is costly, and there’s no guarantee that we won’t encounter similar issues as the system evolves.
What’s the solution to this problem?
GraphQL is a tool that brings a major change in how clients and servers interact. While it’s not a silver bullet, it can be a sweet spot between a complete application overhaul and doing absolutely nothing
In this issue, we’ll explore GraphQL's features and concepts, compare it to REST API and BFFs, and discuss its advantages and disadvantages.
The Evolving Landscape of API Protocols in 2023 What is GraphQL?...
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[Online workshop] Maximising performance with integrated APM and infrastructure monitoring
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Can semiconductor leaders keep up with surging chip demand?
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Surging need for chips. As generative AI (gen AI) applications take the world by storm, demand for computational power is soaring, McKinsey senior partner Mark Patel, whose expertise includes QuantumBlack, AI by McKinsey, and coauthors reflect. Can the semiconductor sector keep up? To guide semiconductor leaders, McKinsey has developed several scenarios for gen AI’s effect in the B2B and B2C markets. Every scenario involves a massive increase in compute—and thus wafer—demand.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:36 - 16 May 2024 -
Canal delays are making waves
Re:think
FRESH TAKES ON BIG IDEAS
ON CANAL CARGO
Canal slowdowns could create rough seas for global tradeJohn Murnane
When delays recently afflicted two major canals—the Panama Canal, due to a drought that created low water levels, and the Suez Canal, due to conflict in the Red Sea region—it was the latest in a long line of supply chain complications that have occurred since the beginning of the COVID-19 pandemic. Nowadays, supply chain executives are aware that they need to be ready for anything. There was even a previous canal shutdown in 2021 when a ship ran aground in the Suez. As a result, these canal slowdowns haven’t been quite the shock that they might have been in the past.
That said, trade route disruptions have consequences. Different trade lanes and types of cargo face different challenges. Companies dealing in items with tightly time-constrained supply chains and high value per volume—such as electronics—could start using air carriers to keep operating smoothly. Some sectors—such as automotive, pharmaceuticals, and high-end retail—could see inventory shortages, which could frustrate consumers. Higher transport costs could also be passed on to those consumers. Companies might investigate sourcing items from new locations that are less affected by canal delays; maybe some manufacturing gets shifted from Asia to, say, Angola. However, it can take 18 months or more to negotiate new sourcing, and the newly sourced item might not be identical to the previous version.
Lower-value goods could be profoundly affected because their transportation costs are high compared with their total value. Some bulk-commodity trade lanes that rely on the canals might not even be viable if cargo transit cost and duration both increase dramatically. For instance, flows of grain from Europe into Eastern Africa that move straight through the Suez on barges might make less sense if they need to make a longer journey around the southern tip of Africa using a different type of ship that can handle that trickier passage. The refrigerated-fruit trade from the west coast of South America could also face serious challenges if markets on the far side of the Panama Canal are no longer accessible. Ultimately, the chunk of trade involved is big enough to affect macroeconomics. Canal delays could show up in GDP numbers or inflation rates. The delays could also affect carbon emissions. More items might be sent by air, which creates higher emissions rates than ocean shipping. And even when items are sent by sea, rerouted ships will, in many cases, have to make longer passages and try to sail at faster speeds to make up time, which burns more fuel.“For some companies, these canal slowdowns could present growth opportunities.”
I’ve laid out a bunch of downsides. But for some companies, these canal slowdowns could present growth opportunities. Maybe a company can gain more share in a market because a dominant competitor’s easy routing through the Suez has been disrupted. Maybe a manufacturer on the west coast of Africa, not reliant on the Suez for transport, is suddenly more attractive to European customers. There could be new success stories as companies realize that logistics can be a strategic advantage.
For decades before the pandemic, moving goods by ship anywhere in the world was generally very easy and inexpensive. Even at large companies, there were sometimes only one or two people left handling logistics because it was mostly just a procurement function. Companies are now starting to see that they need the capacity to handle disruptions and that logistics can be a competitive strength when done right.
This is a critical moment for companies to modernize their logistics capabilities, particularly by taking advantage of digital advancements that enable sharper insights and smarter execution. Elevating the role of logistics within a company and integrating logistics leaders into global strategy teams can lead to faster decision making and broader impact. Companies can view logistics as a means of differentiation and value creation, not just as a cost to minimize.Share John Murnane’s insights
ABOUT THIS AUTHOR
John Murnane is a senior partner in McKinsey’s Atlanta office.
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Kana Enomoto on employee well-being
Burnout and mental health disorders are pervasive and complex issues. Organizations that invest in employee well-being now may become tomorrow’s employers of choice.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:39 - 15 May 2024 -
A new issue of the McKinsey Quarterly is here
Productivity and the next age of abundance
The newest issue of the McKinsey Quarterly explores productivity and the next age of abundance. In our cover story, “The productivity imperative,” McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit argue that there is a three-sided productivity opportunity that allows companies to invest in a brighter future and boost growth and profitability.
Other features include:•
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:57 - 15 May 2024 -
What can generative AI do for CFOs?
On Point
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•
Testing the waters. Gen AI holds the potential to generate value, but this doesn’t happen automatically. Finance chiefs can’t plug and play with gen AI; the technology must be trained with data sets that are themselves first curated to ensure applicable outputs. Executives still dipping their toes into gen AI waters can find many solutions online to get a feel for how large language models work, McKinsey senior partner Ben Ellencweig and colleagues note. CFOs may want to prioritize particular use cases in the finance function that can produce useful outcomes with gen AI initiatives.
—Edited by Sarah Thuerk, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 11:06 - 14 May 2024 -
Taskeye - Field Employee Task Tracking Software Offering Real-Time Visibility into Employees Activities on the Field.
Taskeye - Field Employee Task Tracking Software Offering Real-Time Visibility into Employees Activities on the Field.
Experience the power of our field employe task tracking software that offers real-time visibility into employees’ activities on the field. With our innovative device-less tracking system, effortlessly monitor the workforce and optimize their performance like never before.
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