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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:23 - 25 Jan 2024 -
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by "Remote" <hello@remote-comms.com> - 12:15 - 25 Jan 2024 -
Mastering Design Principles - SOLID
Mastering Design Principles - SOLID
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In the fast-paced world of software development, writing robust, maintainable, and scalable code is critically important. One way to achieve this is by following a set of fundamental design principles known as the SOLID principles. These principles provide a clear framework for crafting software that is easy to understand, extend, and maintain.
In this newsletter, we will explore the SOLID principles, examining each component in detail. We will review practical implementation guidance and best practices for applying them.
Now, let's begin our exploration with a brief overview of the SOLID principles first.
A Brief Overview
The SOLID principles are a set of five fundamental design principles that were introduced by Robert C. Martin to guide software developers in creating maintainable, scalable, and flexible software systems. These principles, when followed, contribute to the development of software that is easier to understand, modify, and extend over time.
The SOLID acronym stands for:
Importance of Design Principles in Software Development
Design principles, such as the SOLID principles, play a pivotal role in the software development process for several reasons:
Maintainability: Following sound design principles makes code more maintainable. When code is well-structured and adheres to these principles, it becomes easier to identify and fix issues, add new features, and make improvements without causing unintended consequences.
Scalability: Well-designed software is scalable. It can accommodate changes and growth in requirements without requiring extensive rework or becoming increasingly complex.
Code Reusability: Adhering to design principles often leads to code that is more reusable. Reusable components save time and effort in development and testing.
Collaboration: Design principles provide a common framework for developers to work within. This common understanding promotes collaboration and reduces misunderstandings among team members.
Reduced Bugs and Pitfalls: Following design principles helps to identify and mitigate common programming pitfalls and design flaws. This results in fewer bugs and more robust software.
Future-Proofing: Well-designed software can adapt to changing requirements and technologies. It's an investment in the long-term viability of the software product.
Now, let's deep dive into each component of the SOLID principles.
Single Responsibility Principle (SRP)
The “S” in the SOLID principles stands for the Single Responsibility Principle (SRP), which states that a class should have only one reason to change or, in other words, it should have a single, well-defined responsibility or job within a software system.
Illustrating a Violation of SRP
Let's take a look at a Java code example below that clearly violates the Single Responsibility Principle (SRP) principle:
public class Employee { private String name; private double salary; public void calculateSalary() { // definition } public void generatePayrollReport() { // definition } }In the above example, the Employee class has two responsibilities: calculating an employee's salary and generating a payroll report. This violates the SRP because it has more than one reason to change.
Fixing the Violation (SRP)
To address the violation of the Single Responsibility Principle (SRP) in our previous example, let's refactor the code to separate concerns and ensure that each class has a single, well-defined responsibility. We'll create distinct classes for calculating an employee's salary and generating a payroll report:
public class Employee { private String name; private double salary; public void calculateSalary() { // definition } } public class PayrollReportGenerator { public void generatePayrollReport(Employee employee) { // definition } }In the refactored solution, the responsibilities of calculating the salary and generating a payroll report have been separated into two distinct classes (Employee and PayrollReportGenerator), each with a single responsibility. This adheres to the SRP.
Let’s take a look at the visual representation of the classes and implementation of the single responsibility principle (SRP).
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 25 Jan 2024 -
A new issue of the McKinsey Quarterly is here
The innovation imperative
The newest issue of the McKinsey Quarterly explores the innovation imperative—and the keys to making your company an innovative grower. In our cover story, “Innovative growers: A view from the top,” authors Matt Banholzer, Rebecca Doherty, Alex Morris, and Scott Schwaitzberg uncover research that shows a focus on aspiration, activation, and execution can help companies out-innovate and outgrow peers.
This edition is available in an immersive online reading experience we’ve recently unveiled for our flagship publication. Sign up for a free digital Quarterly membership to access it.A membership to the digital edition of the McKinsey Quarterly also includes downloads of nearly 70 of our top reports in the McKinsey Insights Store as well as access to all four of this year’s digital issues of the Quarterly.
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 07:24 - 25 Jan 2024 -
It’s official: New Relic is a 2023 Gartner® Peer Insights™ Customers’ Choice
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Navigating the digital landscape is akin to exploring a vast ocean: to successfully reach the desired destination, every element of the journey must align perfectly. The end-user experience is the heartbeat of digital interaction and determines how customers perceive and engage with your brand. In this blog, you'll learn why improving the end-user experience is essential for business growth.
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by "New Relic" <emeamaketing@newrelic.com> - 06:06 - 25 Jan 2024 -
Embracing change in real estate with generative AI
Re:think
FRESH TAKES ON BIG IDEAS
ON GEN AI IN REAL ESTATE
Why generative AI has put the real estate industry on the cusp of changeVaibhav Gujral
Real estate has been slower than other industries to adopt analytics for decision making and day-to-day operations. Historically, less data has existed and been accessed in real estate compared with other industries. After all, it has traditionally been a business about buildings and their physical use, with less of a focus on the adoption of digital tools.
But generative AI (gen AI) has the potential to change the real estate industry paradigm for several reasons. First, actors in the industry are better prepared to adopt this wave of technological advancement than they were with previous advancements. Today, there is vastly more technology embedded in every aspect of a building, from building management systems to elevators to apps that interface with staff and building users. Modern skyscrapers have the potential to generate millions of data points every day that can be aggregated, processed, and analyzed for superior decision making. Furthermore, real estate organizations have built infrastructure to help capture and harness the potential of this data by making investments in data and technology over the past five to seven years.
Second, the industry used to face a big barrier when it came to experimenting and using AI models. To even get to a proof of concept, companies had to invest heavily in data, infrastructure, and talent. But gen AI has democratized access, as tech firms and venture capital–backed start-ups have made big investments in large language models that can be tailored and adapted to various contexts. That has greatly reduced the cost and time it takes to deploy gen AI models, enabling brokerage firms, title companies, lenders, and real estate investors and operators to experiment at an unprecedented pace.
This technology is coming to fruition at a crucial time for the real estate industry as companies think about what the market truly demands and focus on assets’ operating performance. Using the latest analysis from the McKinsey Global Institute, we believe that gen AI could generate $110 billion to $180 billion or more in value for the real estate industry. Most aspects of the real estate value chain should have applications for gen AI, starting with how buildings are designed and constructed. That doesn’t mean that gen AI will come up with something a human couldn’t have. But it can run many iterations, customizations, and combinations that may be cost or time prohibitive for an architectural or engineering firm to perform. Gen AI has the potential to make it easier to personalize buildings, tailor spaces to end user needs, and incorporate learning from existing spaces into new ones.
Marketing content for new listings can be largely automated using gen AI, and the content can be hyper-personalized for each audience. A home could be virtually staged with modern, minimalist design, for instance, and a listing description could be customized to match the preferences of a specific member of the target buyer audience. Gen AI could also automate communications between building users and staff. The technology, for example, could be used to help tackle maintenance requests or rent payment questions in an entirely automated way, freeing up building staff to focus on more complex tasks that require human intervention.“We believe that gen AI could generate $110 billion to $180 billion or more in value for the real estate industry.”
To get started, real estate companies will need to accelerate their data and analytics transformations. Step one is creating advantage with proprietary data through aggregation and normalization of relevant data sets from both the organization’s own systems and third-party service providers. This data should be a means to an end, enabling specific decisions and use cases that can deliver tangible business value.
The next step is thinking differently about talent and capabilities. Just as real estate companies compete for the best design, construction, investing, and asset and property management talent, so they will want to think about data scientists and technologists as critical to their competitive edge.
Step three is reconfiguring analog business processes to data- and analytics-informed processes. Changes in business workflow will be required to understand when to take inputs from a gen AI model versus when there should be human oversight. The key is to start experimenting early and to build the internal skills and capacity needed to benefit from gen AI.
Are the rewards worth the effort? I think that question is going to become irrelevant in the next five to ten years, as many processes and workflows across the industry are likely to be either greatly enhanced or automated by gen AI. The more relevant question is, “How can real estate organizations not just upgrade but completely reimagine what they do?” What would you do differently, for example, if a significant amount of middle-office and back-office activities of your real estate company could be automated? How would you reallocate that investment into creating superior customer experiences and more dynamic, responsive, and environmentally conscious buildings? There is no question that the technology will improve exponentially over the coming years. Competitive advantage will be captured by those who have learned how to harness gen AI’s power in every aspect of what they do—that includes embracing a future where long-sacred operating models and processes can be reimagined.Share Vaibhav Gujral’s insights
ABOUT THIS AUTHOR
Vaibhav Gujral is a senior partner in McKinsey’s New York office.
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Marc Brodherson on the future of advertising
Advertising is undergoing a massive sea change, because consumers are spending time with ad-supported media differently and many new “media” companies are competing for their attention and advertisers’ wallets. In response, the industry is pivoting in unprecedented and transformative ways.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:35 - 24 Jan 2024 -
Leaving the CEO role for new pastures is tough. Here’s how to get it right.
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Start early. Succession planning is crucial for CEOs, but it can get short shrift as leaders get caught up in the day-to-day grind, McKinsey senior partner Kurt Strovink shares in a recent episode of the podcast series Inside the Strategy Room. CEOs should think about who will succeed them from day one of their tenure, not because they’re itching to leave, but because it’s helpful to develop at least three potential internal candidates who can fill the CEO’s shoes, partner Blair Epstein says.
•
Last 100 days. Departing CEOs should consider making a 100-day plan for the end of their tenure, allowing for a deft handover of both work and relationships to the new boss. Some CEOs choose to take a gap year or half year after stepping down, helping them “fend off the offers that they start getting right away and to double down on health, sleep, and relationships,” says senior partner Carolyn Dewar, coauthor of the bestselling book CEO Excellence. Learn what leading CEOs do when handing over the reins.
— Edited by Jana Zabkova, senior editor, New York
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:36 - 24 Jan 2024 -
อย่าพลาด: Make it.
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รายละเอียดสำหรับงานนี้จะมีมาในเร็ว ๆ นี้
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by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 10:02 - 23 Jan 2024 -
Tire Pressure Monitoring System - Keep Your Fleet Safe on the Road.
Tire Pressure Monitoring System - Keep Your Fleet Safe on the Road.
Eliminate the need for manual tire pressure checks. Know tire health and escalate safety.
Find out what makes our software stand out from the crowd
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Our software is flexible to work with any type of tire pressure monitoring sensor. Let your clients have the comfort of choosing the sensor according to their needs.
Tire Pressure Monitoring
Fleet managers can ensure that their vehicles always run on properly inflated tires, reducing the risk of accidents caused by underinflated or over-inflated tires.
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Fleet managers can identify tires that are operating at high temperatures and take corrective action to reduce heat buildup, thus extending tire life and reducing costs.
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TPMS constantly monitors tire pressure and temperature and sends real-time alerts if the pressure or temperature drops or rises below a certain threshold.
Empower your clients with an advanced tire pressure monitoring system
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 07:00 - 23 Jan 2024 -
Don’t miss our webinar on Prompt-Driven Efficiencies
Don’t miss our webinar on Prompt-Driven Efficiencies
Prompt-Driven Efficiencies in LLMs
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Unlock the Potential of Prompt-driven Efficiencies in LLMs
It’s no secret that Large Language Models (LLMs) come with many challenges. Through prompt economization and in-context learning, we can address two significant challenges: model hallucinations and high compute costs.
We will explore creative strategies for optimizing the quality and compute efficiency of LLM applications. These strategies not only make LLM applications more cost-effective, but they also lead to improved accuracy and user experiences. We will discuss the following techniques:
- Prompt economization
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Join us on Wednesday, January 24, 2024 10:00am – 11:00am PT to learn about these smart and easy ways to make your LLM applications more efficient.
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Our Generative AI series is just getting started. Stay tuned for more details on our 2024 webinar calendar.
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by "Intel Corporation" <intel@plan.intel.com> - 04:03 - 23 Jan 2024 -
You’re outgrowing your peers—but are you out-innovating them as well?
Intersection
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In the face of constant disruptions, leading companies excel at both innovation and growth—and outperform their peers in the process, say McKinsey’s Matt Banholzer, Rebecca Doherty, Alex Morris, and Scott Schwaitzberg. Fostering an innovative culture and focusing on a few essentials can help organizations graduate from a growth-only mindset to one that supports innovative growth.
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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 02:06 - 23 Jan 2024 -
Join me on Thursday for Maximising Observability with New Relic Logs
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If you'd like to improve how you use and work with your logs, you can register to attend the free online workshop I'll be hosting on 25th January at 10 am GMT/ 11 am CET- Maximising Observability with New Relic Logs. In this hands-on 90-minute workshop, we will walk you through the different ways to bring log data to New Relic, harness your log data for different use cases, including parsing, filtering, or dropping logs to match your needs.
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by "Liam Hurrell, New Relic" <emeamarketing@newrelic.com> - 07:26 - 23 Jan 2024 -
Banks can strengthen their revenues by serving small-business clients better
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Cornerstone of stability. Banks are striving to solidify their positions as rising interest rates and industry turbulence prompt depositors to move their money elsewhere. Serving US small and medium-size enterprises (SMEs)—and doing so in an exemplary way—is an important opportunity for banks to increase deposits, bringing in additional revenues during a challenging time, according to McKinsey senior partner Marukel Nunez Maxwell and colleagues.
•
Unmet needs. To better understand SMEs’ financial needs, McKinsey surveyed more than 1,200 US businesses with up to $50 million in annual revenue. A key takeaway: small businesses would welcome the convenience of having a one-stop shop for all kinds of products and services related to banking, but they generally aren’t getting this from their primary financial institutions. Read our blog Banking & Securities matters to explore five ways for banks to do more for their SME customers.
— Edited by Jana Zabkova, senior editor, New York
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:06 - 23 Jan 2024 -
Davos 2024: What leaders need to know
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The World Economic Forum’s annual meeting, which took place last week in Davos, Switzerland, brought together the world’s top decision makers to debate global issues. Known simply as “Davos,” the event has a unique significance for leaders worldwide. “The power of Davos is its ability to convene,” McKinsey global managing partner Bob Sternfels told Leading Off. “It is an opportunity for leaders in government and business to come together and be thoughtful about how to work together. With the current convergence of multiple generation-defining issues at once, from disruptive technologies to geopolitical dynamics, these dialogues have never been more important.” This week, we bring you Davos highlights selected for their relevance to leaders who wish to take swift action on these issues.
Throughout history, cooperation and conflict have coexisted—and in today’s volatile world, cooperation may need to take the lead. Leaders may find the joint WEF/McKinsey Global Cooperation Barometer 2024 a useful tool to design positive actions. The barometer uses 42 indicators to measure the state of global cooperation in five areas: trade and capital, innovation and technology, climate and natural capital, health and wellness, and peace and security. So far, the barometer’s results are mixed. For example, global cooperation in innovation and technology advanced significantly from 2012 to 2020 but fell off during the COVID-19 pandemic. Promoting greater cross-border collaboration—such as international student exchanges—and harmonizing global regulation of frontier technologies may be two critical areas for leaders to address.
Capturing a three-sided productivity opportunity—operating with excellence, optimizing capital leverage, and accelerating growth—could help create the economic conditions for a much brighter future. “Productivity is the imperative that can deliver business outperformance and a future of abundance,” note McKinsey’s Ezra Greenberg, Asutosh Padhi, and Sven Smit in a new article. “Creating productivity growth across an organization requires management teams to execute a range of difficult actions simultaneously.” That may mean focusing more intensely on balance sheet discipline or shifting attention from talent attraction to measuring the return on talent investments—new twists on activities with which business leaders are already familiar.
That’s McKinsey senior partners Kate Smaje and Rodney Zemmel on the overwhelming buzz around this new technology, which dominated many sessions at Davos. “[It] stands to have a profound impact on how we live and work,” they observe. “But the very excitement around gen AI is in danger of distracting business leaders from some other core business imperatives.” The McKinsey experts point to ten such fundamentals “that are often overlooked under the stresses of day-to-day demands and technology hype.” For example, it’s relatively easy to innovate but much harder to scale: an estimated 40 percent of digital and AI transformations stall at the scaling phase. Leaders need to “understand the specific capabilities it takes to scale and build them into the road map,” suggest Smaje and Zemmel.
Among the main topics of discussion at this year’s Davos meeting was sustainable inclusive growth—and financial inclusion could be an important way to contribute to that growth. In a discussion with McKinsey senior partner André Dua, Michael Froman, president of the Council on Foreign Relations and former vice chairman and president of strategic growth at Mastercard, notes that the private and public sectors need to work together to help more people gain access to economic opportunity. For example, in many economies, “you’ve got people who are sending money to their friends and family and are dependent on expensive remittance providers,” says Froman. “And all of those services can be provided more affordably, but it really involves financial institutions, networks, and others finding ways to reach that market and making those services available in an affordable manner.”
Missed Davos this year? Prepare for it like a pro in 2025 with the tips we’ve gathered. We checked in with McKinsey leaders on how they passed the time during their long commute to the Alpine resort. Note for next year: bring a book. Indulging in a juicy read was among the diversions. “I read a book by Benjamin Stevenson called Everyone in My Family Has Killed Someone,” one senior partner told us. “It’s a nod to Agatha Christie in a more modern way, where [the author] sets himself and his family in this isolated mountain village and bad things happen.” Or you could get a head start on Davos by preparing for upcoming meetings with key stakeholders, including CEOs. Simply type the person’s name into a podcast app, suggests another senior partner: “Almost inevitably, they’ve done some podcast, and it’s great to listen to the person talk about their journey and what they’re focused on in their own words, and even weave in some of those tidbits into the discussion. It really shows that you’ve done your preparation for it.”
Lead by taking action.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:05 - 22 Jan 2024 -
Why aren’t many companies getting full value from their cloud investments?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Challenges of cloud adoption. For companies that successfully use cloud technology, about $3 trillion worth of business value is at stake. Many enterprises, however, struggle to realize the full benefits of cloud-based platforms, McKinsey partners Mark Gu and James Kaplan share on a recent episode of The McKinsey Podcast. According to new McKinsey research, only 20% to 30% of industries are using cloud programs regularly and at scale.
— Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:28 - 22 Jan 2024 -
The week in charts
The Week in Charts
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Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored themes related to the World Economic Forum Annual Meeting, including CO2 removal, geopolitical instability, business resilience, productivity gains from generative AI, and economic empowerment.
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:09 - 20 Jan 2024 -
You’re a new CEO. Act quickly and think like an outsider.
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The strategic moves behind successful new CEOs
It’s the start of a new year, and you’re a new CEO. Aside from tackling that enduring list of resolutions that you absolutely intend to keep this year (for real this time), you have something else to consider: the performance of the company you are now leading. And the moves you make at the outset will greatly determine your odds of success. The stakes are high, and the window of opportunity is relatively brief. What’s a new CEO to do?
In our experience, fortune favors the bold. CEOs who made multiple moves early on at poorly performing companies fared far better than their less intrepid counterparts. But moves alone won’t quite get you there. Also crucial is adopting an outsider’s mindset. External hires—who have a greater propensity to act and are less encumbered by legacy obstacles—typically have an edge over their internally promoted counterparts. But you needn’t be an outsider to act like one. Internal hires who can sidestep company politics and reset expectations can be just as successful as even the best external hires.
The business arena has only gotten more complex, more volatile, and more intense in the eight years since Michael Birshan, Thomas Meakin, and Kurt Strovink’s 2016 classic, “How new CEOs can boost their odds of success.” Let these lessons guide you in the new year and your new tenure.Move boldly 
Starting strong: Making your CEO transition a catalyst for renewal
Staying ahead: How the best CEOs continually improve performance
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by "McKinsey Classics" <publishing@email.mckinsey.com> - 12:42 - 20 Jan 2024 -
EP95: Linux File System Explained
EP95: Linux File System Explained
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
Linux File System Explained (Youtube video)
REST API Vs. GraphQL
Key Use Cases for Load Balancers
Types of memory. Which ones do you know?
Top 6 Firewall Use Cases
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Linux File System Explained
REST API Vs. GraphQL
When it comes to API design, REST and GraphQL each have their own strengths and weaknesses.
REST
Uses standard HTTP methods like GET, POST, PUT, DELETE for CRUD operations.
Works well when you need simple, uniform interfaces between separate services/applications.
Caching strategies are straightforward to implement.
The downside is it may require multiple roundtrips to assemble related data from separate endpoints.
GraphQL
Provides a single endpoint for clients to query for precisely the data they need.
Clients specify the exact fields required in nested queries, and the server returns optimized payloads containing just those fields.
Supports Mutations for modifying data and Subscriptions for real-time notifications.
Great for aggregating data from multiple sources and works well with rapidly evolving frontend requirements.
However, it shifts complexity to the client side and can allow abusive queries if not properly safeguarded
Caching strategies can be more complicated than REST.
The best choice between REST and GraphQL depends on the specific requirements of the application and development team. GraphQL is a good fit for complex or frequently changing frontend needs, while REST suits applications where simple and consistent contracts are preferred.
Key Use Cases for Load Balancers
The diagram below shows top 6 use cases where we use a load balancer.
Traffic Distribution
Load balancers evenly distribute incoming traffic among multiple servers, preventing any single server from becoming overwhelmed. This helps maintain optimal performance, scalability, and reliability of applications or websites.High Availability
Load balancers enhance system availability by rerouting traffic away from failed or unhealthy servers to healthy ones. This ensures uninterrupted service even if certain servers experience issues.SSL Termination
Load balancers can offload SSL/TLS encryption and decryption tasks from backend servers, reducing their workload and improving overall performance.Session Persistence
For applications that require maintaining a user's session on a specific server, load balancers can ensure that subsequent requests from a user are sent to the same server.Scalability
Load balancers facilitate horizontal scaling by effectively managing increased traffic. Additional servers can be easily added to the pool, and the load balancer will distribute traffic across all servers.Health Monitoring
Load balancers continuously monitor the health and performance of servers, removing failed or unhealthy servers from the pool to maintain optimal performance.
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Types of memory. Which ones do you know?
Memory types vary by speed, size, and function, creating a multi-layered architecture that balances cost with the need for rapid data access.
By grasping the roles and capabilities of each memory type, developers and system architects can design systems that effectively leverage the strengths of each storage layer, leading to improved overall system performance and user experience.
Some of the common Memory types are:
1. Registers:
Tiny, ultra-fast storage within the CPU for immediate data access.
2. Caches:
Small, quick memory located close to the CPU to speed up data retrieval.
3. Main Memory (RAM):
Larger, primary storage for currently executing programs and data.
4. Solid-State Drives (SSDs):
Fast, reliable storage with no moving parts, used for persistent data.
5. Hard Disk Drives (HDDs):
Mechanical drives with large capacities for long-term storage.
6. Remote Secondary Storage:
Offsite storage for data backup and archiving, accessible over a network.
Over to you: Which memory type resonates most with your tech projects and why? Share your thoughts!Top 6 Firewall Use Cases
Port-Based Rules
Firewall rules can be set to allow or block traffic based on specific ports. For example, allowing only traffic on ports 80 (HTTP) and 443 (HTTPS) for web browsing.IP Address Filtering
Rules can be configured to allow or deny traffic based on source or destination IP addresses. This can include whitelisting trusted IP addresses or blacklisting known malicious ones.Protocol-Based Rules
Firewalls can be configured to allow or block traffic based on specific network protocols such as TCP, UDP, ICMP, etc. For instance, allowing only TCP traffic on port 22 (SSH).Time-Based Rules
Firewalls can be configured to enforce rules based on specific times or schedules. This can be useful for setting different access rules during business hours versus after-hours.Stateful Inspection
Stateful Inspection: Stateful firewalls monitor the state of active connections and allow traffic only if it matches an established connection, preventing unauthorized access from the outside.Application-Based Rules
Some firewalls offer application-level control by allowing or blocking traffic based on specific applications or services. For instance, allowing or restricting access to certain applications like Skype, BitTorrent, etc.
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by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 20 Jan 2024 -
Global trade reconfiguration, talent in 2024, competitiveness and growth in Europe, and more: The Daily Read weekender
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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
This weekend, take a breather and get cozy with some of the week’s big reads on the geometry of global trade, the shape of talent in 2024, an integrated agenda for Europe, and more.
QUOTE OF THE DAY
chart of the day
Ready to unwind?
—Edited by Joyce Yoo, editor, New York
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 12:12 - 19 Jan 2024 -
Who are the McKinsey leaders attending Davos 2024?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Complex challenges. Against a backdrop of heightened geopolitical tensions and a challenging macroeconomic environment, the World Economic Forum’s annual meeting in the Alpine town of Davos, Switzerland, is drawing to a close. The 2024 McKinsey delegation has joined other global leaders from government, business, and civil society to discuss critical challenges and set priorities for the coming year. Kate Smaje, a senior partner who leads digital, data, and design transformations, expects generative AI to be a prominent topic at Davos this year.
•
McKinsey at Davos. For McKinsey senior partner Acha Leke, chairman of McKinsey’s Africa region, Davos delegates are likely to discuss geopolitics, including the effects of global conflicts in Europe and the Middle East on countries and companies. Sustainability is also at the center of the global agenda, notes senior partner Andres Cadena, who champions Latin America’s economic development. Learn more about McKinsey leaders at Davos and their areas of focus.
— Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 11:15 - 18 Jan 2024
