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• Re: The Business Show UK 2024

  Hi,
  
  We’re still waiting to hear from you, Can you please get back to us with an update?              
  
  If you are interested I am happy to share Pricing and Count Associated.
  
  Thanks and regards,
  Ana Ron
  

  
  

  On Fri, Oct 11, 2024 at 2:53 PM Ana Ron <anaron617@gmail.com> wrote:
  

  Hi,
  
  Would you be interested in the Business Show UK 2024 Attendees list.
  
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  by "Ana Ron" <anaron617@gmail.com> - 05:24 - 14 Oct 2024

• What matters most for motivating employees? A leader’s guide

  Leading Off

  Keep it simple ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Leading Off. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Keeping employees motivated is an everlasting challenge for leaders. Today, though, it’s more complex than ever as companies wrestle with rapid technological advancements, shifting workplace requirements, and generational differences in what employees expect from their work experience—and from their bosses. In an age of quiet quitting, how can leaders inspire their people to feel connected to their work and achieve better results? This week, we take a closer look at the approaches to performance management that motivate employees to do their best. AN IDEA What matters most to employees To find out what really encourages employees to perform well in these volatile times, McKinsey’s Asmus Komm, Brooke Weddle, Dana Maor, and their coauthors went straight to the source: their research involved more than 1,000 employees around the world. The survey respondents report that they are most motivated when their companies’ performance management systems are consistent and simple. According to the authors, such systems involve four key pillars: goal setting, performance reviews with skilled managers, ongoing feedback, and rewards. Some companies have moved away from result-based performance management goals and metrics in favor of more holistic approaches—for example, considering how external factors affect performance and how well employees adhere to the company’s cultural norms. But the survey shows that employees appreciate result-based assessments rather than systems without clear and easily understood structures, which respondents view as significantly less motivating and fair. A BIG NUMBER 4.2× That’s how much more likely companies are to outperform their peers when they focus on their people’s performance, according to a McKinsey review of industry best practices and research on how companies gain a competitive edge. Companies with effective performance management systems realize an average of 30 percent higher revenue growth and see an attrition rate that’s five percentage points lower than their peers’. According to partner Asmus Komm and his coauthors, companies that focus on their people and organizational health also reap dividends in culture, collaboration, and innovation—as well as sustained competitive performance. A QUOTE “At first, many people would think, ‘I’d never want generative AI anywhere near performance reviews.’ But it’s exciting if we think of this as a productivity aid or as something that helps us be even better.” That’s McKinsey partner Bryan Hancock on generative AI (gen AI) and the future of HR in an episode of the McKinsey Talks Talent podcast. Hancock doesn’t recommend using AI to generate performance reviews, which require human judgment and empathy. But he notes that leaders can use gen AI to help organize written feedback, performance scores, compliance-related measures, and other facets of complex reviews. “It’s not a replacement for going through everything, but that initial synthesis would help me get more quickly to what I really need to probe for that person’s development and growth,” he says. A SPOTLIGHT INTERVIEW One way to make performance review season less nerve racking is to commit to giving feedback throughout the year. This practice benefits both the employee and reviewer, says Matt Abrahams, a lecturer at Stanford Graduate School of Business and author of Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot. “That’s because the recipients see you as someone who cares,” Abrahams says. “You’re taking time to note their strengths when they do something well, as well as when things need to be adjusted or fixed.” Think of it as making deposits in an employee’s “bank account” in the lead-up to their formal review. “If I give you praise throughout the calendar year and then have to give you some pretty direct negative feedback, it’s not so painful when I make a withdrawal, because I’ve already put some of that praise into the bank,” he says. POWER TO THE MIDDLE Staying in a middle management role doesn’t always mean being stuck. While conventional performance management wisdom says that leaders should reward employee excellence with a promotion to the next level, that’s not always the right move for everyone. McKinsey partners Emily Field and Bryan Hancock and McKinsey alumnus Bill Schaninger say that superstar middle managers should stay where they are: at the heart of their company’s success. Too often, leaders promote these employees into positions where they no longer do what they love (coaching and connecting with people) and where they may have less impact on organizational performance. “We need to view middle managers as being at the center of the action,” the authors say. “Without their ability to connect and integrate people and tasks, an organization can cease to function effectively.” The authors stress that it’s time to reject the notion that anyone who stays in a middle management role for a long time must not be any good and to start thinking of other ways to reward these individuals. Such options can include giving raises, bonuses, and stock awards to the best middle managers and expanding their scope of responsibilities without changing the essentials of their role. Lead by motivating your employees. — Edited by Eric Quiñones, senior editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:25 - 14 Oct 2024

• What will it take to make zero-emission trucking a reality?

  Only McKinsey Perspectives

  Required investments in charging infrastructure ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Transition to zero-emission trucks In the news • Powering big electric trucks. Medium- and heavy-duty trucks (MHDTs) account for just 5% of vehicles on the road but generate almost 25% of the US transport industry’s carbon emissions. Heavier trucks have been among the slowest to shift to electric power, but that could soon change, Bloomberg reports. Millions of dollars in grants are being directed to build electric-vehicle power stations for America’s largest trucks. One joint venture recently started construction of a commercial-charging corridor that will run some 280 miles between Las Vegas and Los Angeles. [Bloomberg] • New truck-charging site. Developing charging infrastructure to support widespread adoption of commercial battery electric trucks is a challenging task, but a recent development marks a substantial achievement in this area, Fleet Equipment notes. Earlier in 2024, a US joint venture that develops, owns, and operates charging infrastructure introduced a major charging station in California. Equipped with 65 chargers, the site currently represents North America’s biggest working power station for heavy-duty electric trucks. [Fleet Equipment] McKinsey research estimates that charging infrastructure will require investments across the US and Europe of $30 billion by 2035 and $60 billion by 2040. On McKinsey.com • A challenging shift. Major trucking companies are currently prioritizing lower-carbon fuels in their quest to decarbonize fleets. While this marks a positive step, true zero-emission mobility in the form of electric or hydrogen-based trucking appears to be stuck in traffic as challenges delay adoption, McKinsey senior partner Anna Herlt and coauthors share. Disruptions will occur across the ecosystem, and OEMs are devoting substantial development, production, and sales resources to developing new power trains and higher degrees of digitization. • Ramping up zero-emission-truck sales. To meet regulatory targets, McKinsey estimates that well over a third of new MHDTs sold in the US and EU would have to run on zero-emission power trains by 2030. This appears to be a daunting task, given that zero-emission trucks, which include battery electric vehicles and fuel-cell electric vehicles, account for less than 2% of new MHDT sales in the US and the EU. Learn what it could take to make zero-emission trucks at scale a reality.  Realize zero-emission trucks —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 11:10 - 13 Oct 2024

• The week in charts

  The Week in Charts

  EV ownership, hiring expectations, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored EV ownership, hiring expectations, the energy transition, health-related climate adaptation, and steel consumption. FEATURED CHART EV owners eyeing gas See more This week’s other select charts The energy transition is just beginning  Health in a changing climate Hiring expectations dip Made in Southeast Asia Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 04:00 - 12 Oct 2024

• EP133: API vs SDK

  EP133: API vs SDK

  

  This week’s system design refresher:

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP133: API vs SDK ByteByteGo Oct 12   READ IN APP   This week’s system design refresher: Why is Kubernetes Popular | What is Kubernetes? (Youtube video) API vs SDK How does Terraform turn Code into Cloud? HTTP Status Code You Should Know Top 5 Most-Used Deployment Strategies SPONSOR US ✂️Cut your QA cycles down to minutes with QA Wolf (Sponsored) If slow QA processes bottleneck you or your software engineering team and you’re releasing slower because of it — you need to check out QA Wolf. Their AI-native approach gets engineering teams to 80% automated end-to-end test coverage and helps them ship 5x faster by reducing QA cycles from hours to minutes. QA Wolf takes testing off your plate. They can get you: Unlimited parallel test runs 24-hour maintenance and on-demand test creation Human-verified bug reports sent directly to your team Zero flakes guaranteed The benefit? No more manual E2E testing. No more slow QA cycles. No more bugs reaching production. With QA Wolf, Drata’s team of 80+ engineers achieved 4x more test cases and 86% faster QA cycles. Schedule a demo to learn more Why is Kubernetes Popular | What is Kubernetes? Optimizing AI chatbot performance with New Relic AI Monitoring (Sponsored) If your chatbot is prone to errors or lags, it can frustrate your users, leading to poor experiences and potential loss of business. By using an observability tool like New Relic AI monitoring, you can observe key metrics such as response time, token usage, and error rates to ensure your chatbot performs optimally and delivers a smooth and efficient experience for your users. Check out this guide to learn how to monitor and optimize the performance of a chatbot using New Relic AI Monitoring. Get started API vs SDK API (Application Programming Interface) and SDK (Software Development Kit) are essential tools in the software development world, but they serve distinct purposes: API: An API is a set of rules and protocols that allows different software applications and services to communicate with each other. It defines how software components should interact. Facilitates data exchange and functionality access between software components. Typically consists of endpoints, requests, and responses. SDK: An SDK is a comprehensive package of tools, libraries, sample code, and documentation that assists developers in building applications for a particular platform, framework, or hardware. Offers higher-level abstractions, simplifying development for a specific platform. Tailored to specific platforms or frameworks, ensuring compatibility and optimal performance on that platform. Offer access to advanced features and capabilities specific to the platform, which might be otherwise challenging to implement from scratch. The choice between APIs and SDKs depends on the development goals and requirements of the project. Over to you: Which do you find yourself gravitating towards – APIs or SDKs – Every implementation has a unique story to tell. What's yours? How does Terraform turn Code into Cloud? There are multiple stages in a Terraform workflow: Write Infrastructure as Code Define resources, providers, and configurations in Terraform configuration files. Use variables, modules, and functions to make the code reusable and maintainable. Integrate with Terraform community registries for ready-to-use modules. Terraform Plan Preview the changes Terraform will make to the infrastructure by running “terraform plan”. It can be triggered as part of a CI/CD pipeline. Terraform compares the desired state defined in the configuration file with the current state in the state file. Terraform Apply Run “terraform apply” to create, update, or delete resources based on the plan. Terraform makes API calls to the specified providers (AWS, Azure, GCP, Kubernetes, etc) to provision the resources. The state file is updated to reflect the new state of the infrastructure. Infrastructure Ready Terraform state file acts as a single source of truth for the current state of the infrastructure. State file enables version control and collaboration between team members for future changes. Over to you: Have you used Terraform in your projects? HTTP Status Code You Should Know The response codes for HTTP are divided into five categories: Informational (100-199) Success (200-299) Redirection (300-399) Client Error (400-499) Server Error (500-599) These codes are defined in RFC 9110. To save you from reading the entire document (which is about 200 pages), here is a summary of the most common ones: Over to you: HTTP status code 401 is for Unauthorized. Can you explain the difference between authentication and authorization, and which one does code 401 check for? Top 5 Most-Used Deployment Strategies - Big Bang Deployment - Rolling Deployment - Blue-Green Deployment - Canary Deployment - Feature Toggle SPONSOR US Get your product in front of more than 1,000,000 tech professionals. Our newsletter puts your products and services directly in front of an audience that matters - hundreds of thousands of engineering leaders and senior engineers - who have influence over significant tech decisions and big purchases. Space Fills Up Fast - Reserve Today Ad spots typically sell out about 4 weeks in advance. To ensure your ad reaches this influential audience, reserve your space now by emailing sponsorship@bytebytego.com   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 12 Oct 2024

• Cambiando la forma en que operan los directivos de tecnología

  Además, autorreflexión y un nuevo estilo de liderazgo ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Destacados mensuales, octubre 2024 El vínculo entre la creación de tecnología y la creación de valor empresarial es más fuerte que nunca. Para satisfacer las demandas de la IA, la IA generativa y otras tecnologías en rápida evolución, ¿dónde deberían centrar sus energías los líderes tecnológicos? En nuestro artículo destacado, Aamer Baig, Jeffrey Lewis, Klemens Hjartar, Rob Cain y Sven Blumberg exploran cómo los responsables de esta área pueden realizar modificaciones fundamentales en su forma de operar en esta nueva era de cambio tecnológico. Otros temas destacados son: • Por qué los CEOs deben dedicar tiempo a la autorreflexión • Tres pasos para lograr que más empleados se involucren y se comprometan con una transformación • Qué está empujando a los médicos a abandonar la fuerza laboral, y los cambios que podrían hacer que se quedaran • Lecciones de liderazgo y el futuro de la IA según el CEO de Dell Technologies, Michael Dell La selección de nuestros editores Un nuevo amanecer para los directivos de tecnología A medida que las empresas se esfuerzan por crear valor a partir de la IA, la IA generativa y otras tecnologías en rápida evolución, los directivos de tecnología realizarán cambios fundamentales en su forma de operar. Prepárese para lo que viene  LOS DESTACADOS DE ESTE MES Liderar de dentro hacia fuera: Por qué los CEOs deben dedicar tiempo a la autorreflexión Los autores de un nuevo libro sobre el viaje del liderazgo explican por qué esta era de cambio global sin precedentes exige un nuevo estilo de liderazgo: uno que refleje el mundo interior del CEO junto con las necesidades de las organizaciones y los empleados. Conócete a ti mismo Apostarlo todo: Por qué la ‘voluntad’ de los empleados puede hacer o deshacer las transformaciones Aprovechar la energía colectiva de la organización para poner en marcha el cambio es crucial para el éxito de la transformación. Un proceso de tres pasos crea el impulso necesario para afrontar los retos que se avecinan. Aprenda las 3 “E” Cómo Ventas utilizó el aprendizaje automático y la IA para implementar un plan de cero emisiones netas Una empresa inmobiliaria comprometida con el objetivo de alcanzar el cero neto adoptó un enfoque más eficiente y pionero. Lea sobre su compromiso La escasez de médicos no desaparecerá Los médicos arrojan luz sobre los factores que los están empujando a abandonar el mercado laboral y los cambios que podrían hacer que se quedaran. 4 elementos a priorizar Directo de Michael Dell: Lecciones de liderazgo y el futuro de la IA El CEO de Dell Technologies opina sobre lo que sigue en materia de IA, cómo las empresas pueden transformarse con éxito ante la constante disrupción y cómo ha cambiado su estilo de liderazgo a lo largo de 40 años. Lea la entrevista El papel en evolución de las experiencias en los viajes Los viajeros planean cada vez más sus viajes en torno a actividades que realizan. ¿Cómo puede el sector de viajes facilitar el descubrimiento y la reserva de las experiencias mágicas que anhelan los viajeros? Una receta emergente Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Global Energy Perspective 2024 Charting a path to the data- and AI-driven enterprise of 2030 Understanding what neurodivergent employees need to succeed An unconstrained future: How generative AI could reshape B2B sales Technology alone is never enough for true productivity A data leader’s operating guide to scaling gen AI Five fundamental truths: How B2B winners keep growing The beauty boom and beyond: Can the industry maintain its growth? HR leaders’ role in M&A: An interview with Lisa Blair Davis A look at the technology trends that matter most What the real estate industry needs to know about experiential retail Smart money? Retail investors, intrinsic investors, and the Magnificent Seven EXPLORE: Women in the Workplace 2024: The 10th-anniversary report In the tenth year of our Women in the Workplace research, in partnership with LeanIn.Org, we reflect on the notable gains women have made—and how their experiences at work are, in many ways, the same or worse than ten years ago. Sustainable progress toward parity requires that companies recommit to change. Recommendations for companies  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists The Weekend Read Curated picks for your downtime. Get the latest McKinsey Classics Employees and managers should be measured as much on their contribution to an organization’s long-term health as to its performance. Read our 2012 classic “Encouraging your people to take the long view” to learn more. Rewind Mind the Gap Biweekly curated reads on Gen Z in the workplace. Subscribe now — Edited by Joyce Yoo, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:32 - 12 Oct 2024

• U.S. Distribution

  U.S. Distribution

  By way of introduction, I am Steve Cullen, and I represent Consumer Products International (https://consumerproductsintl.com).
  
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  ---

  by "Steve Cullen" <notification@consumerproductsemail.com> - 11:08 - 11 Oct 2024

• The Business Show UK 2024

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  by "Ana Ron" <anaron617@gmail.com> - 05:23 - 11 Oct 2024

• How are executives feeling about the economy?

  Only McKinsey Perspectives

  Top perceived risks to growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Executives on the economy In the news • Stable and resilient. Amid easing inflation, the world economy is becoming more stable as recent economic growth continues to show resilience, Bloomberg reports. Per the Organisation for Economic Co-operation and Development, global growth is expected to reach 3.2% in 2024, with signs of continuing activity in services. Still, the global economy faces critical risks, including geopolitical pressures, potential challenges with the process of disinflation, and slowing momentum in labor markets. [Bloomberg] • Holding steady. Despite ongoing economic uncertainty, global markets are steadying, top economists find in the latest Chief Economists Outlook. More than half of surveyed chief economists, 54%, anticipate that global economic conditions will stay the same in the coming year. About four in ten, 37%, think that conditions will worsen. Relief from inflation is a reason to be moderately optimistic about the world economy, according to the report. [WEF] Respondents in India and Greater China are the most positive about conditions in their economies over the next six months—and have been all year. On McKinsey.com • Cautiously optimistic. For the first time since March 2020, executives surveyed in September 2024 primarily see the global economy as stable rather than improving. The latest McKinsey Global Survey on economic conditions reveals more cautious sentiments from respondents on both current global conditions and domestic economies than seen in the previous two quarters—though a plurality of respondents expect each to improve in the next six months, McKinsey senior partner Sven Smit and coauthors explain. • Perceived risks to growth. While geopolitical instability continues to loom as the top perceived risk to global and domestic growth, respondents now cite political transitions second-most often as a threat both globally and at home. Looking at longer-term risks to growth, respondents in all regions see geopolitical instability as the chief global threat in the next ten years. See what the survey reveals about executives’ expectations for the world economy.  Explore the survey results —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 11:06 - 10 Oct 2024

• CAP, PACELC, ACID, BASE - Essential Concepts for an Architect’s Toolkit

  CAP, PACELC, ACID, BASE - Essential Concepts for an Architect’s Toolkit

  

  In today's world, distributed systems have become ubiquitous, powering everything from social media platforms and e-commerce websites to financial systems and healthcare applications.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. API Gateway Software Architecture Patterns The Saga Pattern Infrastructure as Code A Crash Course on Scaling the Data Layer To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid CAP, PACELC, ACID, BASE - Essential Concepts for an Architect’s Toolkit ByteByteGo Oct 10 ∙ Preview   READ IN APP   In today's world, distributed systems have become ubiquitous, powering everything from social media platforms and e-commerce websites to financial systems and healthcare applications.  As these systems grow in complexity and scale, it becomes increasingly important for software architects and developers to understand the inherent trade-offs and challenges associated with designing and building such systems.  One of the key challenges in distributed systems is ensuring data consistency, availability, and partition tolerance. These properties are often in tension with one another, and achieving all three simultaneously is impossible, as stated by the famous CAP theorem. This theorem has become a fundamental principle in distributed systems design, guiding architects in making informed decisions about the trade-offs between consistency, availability, and partition tolerance. Building upon the CAP theorem, other frameworks and models have emerged to help reason about the trade-offs in distributed systems. The PACELC theorem extends the CAP theorem to provide a more nuanced understanding of the trade-offs between consistency and availability during normal operations and network partitions. In addition to CAP and PACELC, the ACID (Atomicity, Consistency, Isolation, Durability) and BASE (Basically Available, Soft-state, Eventually Consistent) models provide guidance for designing transactional systems and dealing with the challenges of eventual consistency in distributed databases. By carefully considering the implications of CAP, PACELC, ACID, and BASE, architects can make informed choices that align with the specific requirements and constraints of their applications. In this article, we will dive deep into these concepts, exploring their definitions and implications. We will also discuss the limitations of these models and the factors to consider when choosing the right approach for a given use case. The CAP Theorem... Continue reading this post for free in the Substack app Claim my free post Or upgrade your subscription. Upgrade to paid   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

  ---

  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 10 Oct 2024

• Odoo​ Address Validation Solution

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  mercredi 25 septembre 2024, 17:43:24 +0200, Kashif Ali <kashif.ali@geopostcodes.com>:
  

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  jeudi 19 septembre 2024, 10:54:32 +0200, Kashif Ali <kashif.ali@geopostcodes.com>:
  

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  ---

  by "Kashif Ali" <kashif.ali@geopostcodes.com> - 08:13 - 10 Oct 2024

• How can CEOs and boards work better together?

  Only McKinsey Perspectives

  Our newest McKinsey Global Survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Better board collaboration In the news • ‘Moonlighting’ board members. Businesses in Japan that have directors serving on the boards of multiple companies are underperforming in equity markets, Bloomberg reports. To meet the requirement that one-third of board members must be external to the company, some companies are inviting directors who already hold more than one board position to join. Organizations with stretched-thin boards have earned 8.6% lower returns than that of the overall stock market since April 2019. [Bloomberg] • Improving board committees. Although some may believe that the entire board of directors is needed around the table for productive governance of organizations, board committees do a majority of the actual work of boards, business school professors share in MIT Sloan Management Review. One way to enable board committees to be more effective is to look for ways to help new board members hit the ground running. Assigning new board members to groups based on their expertise can increase engagement among new board directors. [MIT] Two-thirds of surveyed directors say the complexity of their boards’ role and responsibilities has increased in the past two years. On McKinsey.com • A complex role. A board member’s job has gotten more and more demanding in recent years. The role has also become increasingly consequential, McKinsey senior partners Celia Huber and Frithjof Lund and McKinsey Board Services leader Nina Spielmann explain. As directors’ agendas and responsibilities expand, their perspectives and decisions have a growing impact on their organizations. The results from our newest McKinsey Global Survey on boards confirm that directors’ roles and responsibilities are increasingly complex. • Improving partnerships. In the survey, most board member respondents say they’re dealing with this pressure by strengthening collaboration with their management teams. Yet while we know that the board’s relationship with the CEO is especially critical, just one-third of respondents say their boards and CEOs collaborate very effectively. See three ways boards and CEOs can work better together. Strengthen board–CEO ties —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:44 - 10 Oct 2024

• America’s small businesses: Time to think big

  Reach the next level of growth ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Learn more about McKinsey Global Institute New from McKinsey Global Institute America’s small businesses: Time to think big US micro-, small- and medium-size enterprises, like their global counterparts, struggle with productivity. But a win–win economic fabric connecting all businesses can maximize their potential. Reach the next level of growth Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 11:03 - 9 Oct 2024

• Did you know Sales Cloud can do that?

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  by "Salesforce Sales Cloud" <apacemarketing@mail.salesforce.com> - 11:13 - 8 Oct 2024

• What is cloud computing?

  Only McKinsey Perspectives

  3 actions to increase cloud value ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Cloud computing In the news • Cloud companies at a crossroads. Cloud software companies’ recent underperformance in stock market exchanges may indicate that the sector is at an inflection point, the Financial Times explains. This year, the BVP Nasdaq index of cloud software providers has declined about 10%, even as the Nasdaq Composite has increased about 20%. This could mean that a protracted period of growth, prompted by the spread of cloud technology, is maturing, while the next era, marked by the rise of generative AI, is just beginning. [FT] • Southeast Asia’s data center hub. Tech companies are investing billions in data center projects based in Malaysia amid burgeoning interest in AI and cloud computing services, CNBC reports. Historically, the bulk of investments in data center infrastructure have been directed toward the more mature markets of Hong Kong, Japan, and Singapore. With the COVID-19 pandemic accelerating companies’ digital transformations, however, demand has soared for cloud services in emerging markets such as India and Malaysia. [CNBC] McKinsey has found that the value cloud generates from enabling businesses to innovate is worth more than five times what is possible by simply reducing IT costs. On McKinsey.com • Investing in cloud computing. With cloud computing, organizations engage cloud service providers to host and run their applications on remote servers, which may allow for cheaper and faster computing. But it isn’t as simple as a one-and-done migration, McKinsey partner James Kaplan says. “Even though cloud is by far the superior way to host an application, it requires significant investments in underlying services, in application remediation, and in building new organizational capabilities to change the ROI dynamics,” Kaplan shares. • Trillions in value. Based on an analysis of 700 use cases, McKinsey estimates that cloud adoption could generate $3 trillion in global value by 2030. The use cases were divided into those that focus on generating new revenue (creating $2.3 trillion in value), improving IT capabilities (creating $873 billion in value), and those that cover a range of emerging technologies, which, being so new, could not yet be quantified. Read our McKinsey Explainer “What is cloud computing?” to see three actions CEOs can take to increase the value their companies get from cloud computing. Get more value from the cloud —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 11:11 - 8 Oct 2024

• Time to place our bets: Europe’s AI opportunity

  A 3-lens approach ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Brought to you by Alex Singla (Alex_Singla@McKinsey.com) and Alexander Sukharevsky (Alexander_Sukharevsky@McKinsey.com), global leaders of QuantumBlack, AI by McKinsey New from McKinsey Global Institute Time to place our bets: Europe’s AI opportunity Boosting Europe’s competitiveness across the AI value chain. A 3-lens approach Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:35 - 8 Oct 2024

• How TikTok Manages A 200K File MonoRepo with Sparo

  How TikTok Manages A 200K File MonoRepo with Sparo

  

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  	Forwarded this email? Subscribe here for more How TikTok Manages A 200K File MonoRepo with Sparo ByteByteGo Oct 8   READ IN APP   Learn to monitor Azure OpenAI (Sponsored) Learn how you can track Azure OpenAI usage and performance, from monitoring your API requests and token usage, to tracking performance in aggregate or by language model. Download the cheatsheet Disclaimer: The details in this post have been derived from the TikTok Developer Blog. All credit for the technical details goes to the TikTok engineering team. The links to the original articles are present in the references section at the end of the post. We’ve attempted to analyze the details and provide our input about them. If you find any inaccuracies or omissions, please leave a comment, and we will do our best to fix them. TikTok, the popular short-form video-sharing platform, has a large and rapidly growing codebase for its web front end. This front-end app is built using TypeScript and is organized as a monorepo - a single Git repository containing code for multiple projects and libraries. As TikTok's frontend engineering team and feature set grew, so did the size and complexity of this monorepo.  Over time, it expanded to contain over 1,000 separate projects and more than 200,000 source files. While the monorepo architecture provided benefits like shared code and tooling, it also started to cause significant performance issues. Developers began to notice slowness with common Git operations that are essential to their everyday workflows. These slowdowns were a major drain on productivity, wasting valuable engineering time and ruining the development experience.  The issues stemmed from the sheer size of the codebase that Git had to process for each operation. To address this problem, TikTok's frontend infrastructure team began exploring solutions. They experimented with Git's built-in performance features like partial clones, shallow clones, and Git LFS, but found that they were insufficient for the monorepo's scale and growth rate. Ultimately, the team developed an in-house tool called Sparo to tackle the monorepo performance challenges. They also eventually made Sparo open-source. In this article, we'll explore how Sparo works and the benefits it has provided for TikTok's front-end engineering team. The Problem of Git Slowness in Large Monorepos A monorepo, short for a monolithic repository, is a software development strategy where a single repository contains multiple projects, libraries, and services, often maintained by different teams. This contrasts with the multi-repo approach, where each project has its separate repository.  The diagram below shows the difference between monorepos, multi-repos, and monolith code bases. Monorepos have gained popularity among large tech companies like Google, Facebook, and Microsoft for several reasons. Firstly, monorepos enable better code sharing and reuse across projects, reducing duplication and promoting standardization.  Secondly, they simplify dependency management, as projects within the monorepo can easily reference and use each other.  Thirdly, monorepos provide a unified view of the entire codebase, making it easier to perform cross-cutting changes and maintain a consistent build and test infrastructure. However, as monorepos grow in size and complexity, Git operations become increasingly slow for everyone.  This is exactly what happened at TikTok. Commands like git clone to download a copy of the repository, git checkout to switch between branches, git status to see current changes, and git commit to save new changes took much longer than they had previously.  Here are some interesting stats from their observations: Cloning the repository to start working on it could take over 40 minutes for developers with slower network connections. Even on fast connections, a full clone took over 20 minutes.  Checking out a different branch took over a minute and a half.  Just running git status to see the current state of the working copy took 7 seconds, interrupting the flow of developers. Committing code changes was also painful at around 15 seconds per commit. How Sparo Improves MonoRepo Performance? At its core, Sparo leverages two advanced features of Git to dramatically speed up common operations on large monorepos: sparse checkout and partial clone. Let’s look at both in detail. Sparse Checkout Git's sparse checkout feature allows specifying a subset of files or directories to check out from a repository, rather than fetching the entire codebase. Sparo uses this to only check out the files needed to build a given application - namely, the project and its dependencies. In a monorepo with hundreds or thousands of projects, the files needed for any one project are a relatively small and slow-growing subset compared to the repo as a whole.  By using sparse checkout to limit the working copy to just this subset, Sparo significantly reduces the amount of data that needs to be fetched and the number of files that Git operations need to process. This results in much faster checkout times. See the diagram below that explains the concept of sparse checkout in Git in which a developer only has to work on the Android Client Development. Partial Clones While sparse checkout reduces the number of files in the working copy, a standard Git clone still fetches the contents of every file in the repo and their complete history.  For large repositories, this still means a sizable amount of data transfer and disk usage, even if much of it isn't needed locally. Git's partial clone feature, enabled by passing the --filter=blob:none option to git clone, optimizes this by only fetching file contents on-demand as they are needed, and excluding objects that aren't reachable by any reference. This reduces the size of the initial clone and speeds up subsequent fetches.  See the diagram below for a visual representation of the same. Unlike a shallow clone, the full history is still available if needed, just not eagerly downloaded. Also, unlike Git LFS, partial clone works automatically for all files without a separate storage system. Additional Sparo Enhancements Sparo adds some additional enhancements beyond leveraging those two key Git features. Checkout Profiles Sparo introduces the concept of checkout profiles, which are predefined sets of directories to include in a sparse checkout. Profiles act as an easy starting point for new hires or contributors to discover what part of the codebase is relevant to a given team. For example, a frontend team might define a profile that checks out their five most actively developed projects, the dependencies of those projects, and a few additional directories like docs and config. These profiles are defined in a JSON file and checked into the repo, making it easy for developers to share profiles and quickly set up their working copy to match their team's standard environment.  See the example of the profile file: {   "selections": [     {       "selector": "--to",       "argument": "project-a"     },     {       "selector": "--to",        "argument": "project-b"     },     {       "selector": "folder",       "argument": "docs"     }   ] } This profile would help the developers checkout project-a, project-b, and the docs folder. With the profile created, developers can use sparo checkout --profile to checkout the repository according to the profile. This checks out only the specified projects and folders, significantly reducing the data fetched and the time taken. Mirrored Commands To make adoption frictionless, Sparo provides its command line interface that aims to be a drop-in replacement for the standard Git CLI. In other words, Sparo is fully compatible with Git, so teams can incrementally adopt it while still interoperating with standard Git usage. By mirroring the Git interface, Sparo minimizes the learning curve and allows it to be gradually adopted into existing workflows. Familiar commands like clone, checkout, status, add, commit, etc. are all provided with the same syntax as their Git equivalents.  Developers can use the Sparo versions of commands to take advantage of the optimized performance, while still falling back to the regular Git commands if needed for advanced cases.  Under the hood, the Sparo versions of these commands automatically set the appropriate configurations to enable partial clone and sparse checkout based on the active profile. They also allow collecting anonymous usage telemetry to power dashboards for monitoring the adoption and performance of the tool. Sparo Performance Gains The TikTok team saw dramatic performance improvements after adopting Sparo: clone time dropped from 23 minutes to just 2 minutes checkout time went from 1.5 minutes to 30 seconds status command time reduced from 7 seconds to 1 second commit time improved from 15 seconds to 11 seconds These improvements have a huge impact on developer productivity and experience. Instead of waiting minutes for Git operations to complete, developers can iterate and commit changes quickly, maintaining their flow and focus. Conclusion As monorepos grow in size and complexity, maintaining good performance for common Git operations becomes increasingly challenging. TikTok's frontend team experienced this firsthand as their TypeScript monorepo surpassed 1,000 projects and 200,000 source files, leading to significant slowdowns in commands like clone, checkout, status, and commit. To address this problem, the TikTok team developed Sparo, an open-source tool that leverages Git's sparse checkout and partial clone features to speed up Git operations on large monorepos. The TikTok engineering team's journey with Sparo highlights the importance of proactively addressing performance issues in rapidly growing codebases.  Sparo's roadmap includes a telemetry plugin system for monitoring and support for additional front-end build systems. As more companies encounter performance challenges with huge monorepos, tools like Sparo can become increasingly important for maintaining developer productivity. References: Faster Git for Frontend Monorepos TikTok Releases Tool to Improve MonoRepo Performance Sparo GitHub Bring your monorepo down to size with sparse-checkout SPONSOR US Get your product in front of more than 1,000,000 tech professionals. Our newsletter puts your products and services directly in front of an audience that matters - hundreds of thousands of engineering leaders and senior engineers - who have influence over significant tech decisions and big purchases. Space Fills Up Fast - Reserve Today Ad spots typically sell out about 4 weeks in advance. To ensure your ad reaches this influential audience, reserve your space now by emailing sponsorship@bytebytego.com   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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