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White Label Fuel Monitoring Software
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by "Remote" <hello@remote-comms.com> - 06:30 - 9 Oct 2023 -
Employee performance reviews: A leader’s guide
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:41 - 9 Oct 2023 -
Do you hire for skills, experience, or education?
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
•
Catching up. A basic skills gap that has resulted from the need for remote learning during the pandemic is seriously affecting companies’ productivity. Students who were in virtual classrooms missed out on some of the crucial skills developed during in-person learning. As a result, organizations are spending millions to train employees on some of the fundamental skills that many newer workers don’t have—such as using a cash register to make change and making eye contact with visitors, according to managers. [WSJ]
•
Capital gains. Human capital is arguably a company’s most important asset. It’s crucial for employees as well: human capital accounts for roughly two-thirds of an individual’s total wealth, according to McKinsey Global Institute (MGI) research shared by Sven Smit, chair of MGI and the firm’s insights and ecosystems work, and coauthors. Companies that provide the most training for their employees, that create the most opportunities for internal career growth, and that have the highest scores for organization health stand apart from their peers and develop upwardly mobile workers.
•
STAR power. Employers that move beyond degrees alone and focus on skills-based hiring can tap into a broader and more diverse set of applicants who are skilled through alternative routes (STARs). This in turn can lead to career opportunities for employees and a real competitive advantage for companies. Research shows that hiring for skills is five times more predictive of job performance than hiring for education. To learn more about the benefits of employee skill development, see the latest edition of the McKinsey Quarterly Five Fifty.
— Edited by Drew Holzfeind, editor, Chicago
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:05 - 9 Oct 2023 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:08 - 7 Oct 2023 -
EP80: Explaining 8 Popular Network Protocols in 1 Diagram
EP80: Explaining 8 Popular Network Protocols in 1 Diagram
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
Is Docker Still Relevant? (Youtube video)
Explaining 8 Popular Network Protocols in 1 Diagram
IBM MQ -> RabbitMQ -> Kafka ->Pulsar: How do message queue architectures evolve?
What is a database? What are some common types of databases?
Study: Performance Metrics Of The Best Startups, Enterprises & Mid-Size Engineering Orgs (Sponsored)
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LinearB’s new 2023 Software Engineering Benchmarks Report is out! This analysis of 3.6 million pull requests from 2,000+ development teams across 64 countries explores benchmarks for additional critical engineering metrics and presents key findings based on organization size and location!
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Europe has a 28% shorter deploy time than the rest of the world.
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2023 Software Engineering Benchmarks
How does Docker Work? Is Docker still relevant?
Docker's architecture comprises three main components:
Docker Client
This is the interface through which users interact. It communicates with the Docker daemon.Docker Host
Here, the Docker daemon listens for Docker API requests and manages various Docker objects, including images, containers, networks, and volumes.Docker Registry
This is where Docker images are stored. Docker Hub, for instance, is a widely-used public registry.
Explaining 8 Popular Network Protocols in 1 Diagram
Network protocols are standard methods of transferring data between two computers in a network.
HTTP (HyperText Transfer Protocol)
HTTP is a protocol for fetching resources such as HTML documents. It is the foundation of any data exchange on the Web and it is a client-server protocol.HTTP/3
HTTP/3 is the next major revision of the HTTP. It runs on QUIC, a new transport protocol designed for mobile-heavy internet usage. It relies on UDP instead of TCP, which enables faster web page responsiveness. VR applications demand more bandwidth to render intricate details of a virtual scene and will likely benefit from migrating to HTTP/3 powered by QUIC.HTTPS (HyperText Transfer Protocol Secure)
HTTPS extends HTTP and uses encryption for secure communications.WebSocket
WebSocket is a protocol that provides full-duplex communications over TCP. Clients establish WebSockets to receive real-time updates from the back-end services. Unlike REST, which always “pulls” data, WebSocket enables data to be “pushed”. Applications, like online gaming, stock trading, and messaging apps leverage WebSocket for real-time communication.TCP (Transmission Control Protocol)
TCP is is designed to send packets across the internet and ensure the successful delivery of data and messages over networks. Many application-layer protocols build on top of TCP.UDP (User Datagram Protocol)
UDP sends packets directly to a target computer, without establishing a connection first. UDP is commonly used in time-sensitive communications where occasionally dropping packets is better than waiting. Voice and video traffic are often sent using this protocol.SMTP (Simple Mail Transfer Protocol)
SMTP is a standard protocol to transfer electronic mail from one user to another.FTP (File Transfer Protocol)
FTP is used to transfer computer files between client and server. It has separate connections for the control channel and data channel.
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What's better is QA Wolf offers test coverage at a significantly lower cost than trying to build, run, and maintain it in-house. They have multiple case studies of customers saving at least $200k/year in QA engineering and infrastructure costs. Schedule a demo to learn more.PS: QA Wolf has a 4.8/5 🌟rating on G2
IBM MQ -> RabbitMQ -> Kafka ->Pulsar: How do message queue architectures evolve?
IBM MQ
IBM MQ was launched in 1993. It was originally called MQSeries and was renamed WebSphere MQ in 2002. It was renamed to IBM MQ in 2014. IBM MQ is a very successful product widely used in the financial sector. Its revenue still reached 1 billion dollars in 2020.
RabbitMQ
RabbitMQ architecture differs from IBM MQ and is more similar to Kafka concepts. The producer publishes a message to an exchange with a specified exchange type. It can be direct, topic, or fanout. The exchange then routes the message into the queues based on different message attributes and the exchange type. The consumers pick up the message accordingly.Kafka
In early 2011, LinkedIn open sourced Kafka, which is a distributed event streaming platform. It was named after Franz Kafka. As the name suggested, Kafka is optimized for writing. It offers a high-throughput, low-latency platform for handling real-time data feeds. It provides a unified event log to enable event streaming and is widely used in internet companies.Kafka defines producer, broker, topic, partition, and consumer. Its simplicity and fault tolerance allow it to replace previous products like AMQP-based message queues.
Pulsar
Pulsar, developed originally by Yahoo, is an all-in-one messaging and streaming platform. Compared with Kafka, Pulsar incorporates many useful features from other products and supports a wide range of capabilities. Also, Pulsar architecture is more cloud-native, providing better support for cluster scaling and partition migration, etc.There are two layers in Pulsar architecture: the serving layer and the persistent layer. Pulsar natively supports tiered storage, where we can leverage cheaper object storage like AWS S3 to persist messages for a longer term.
Over to you: which message queues have you used?
What is a database? What are some common types of databases?
First off, what's a database? Think of it as a digital playground where we organize and store loads of information in a structured manner. Now, let's shake things up and look at the main types of databases.
Relational DB: Imagine it's like organizing data in neat tables. Think of it as the well-behaved sibling, keeping everything in order.
OLAP DB: Online Analytical Processing (OLAP) is a technology optimized for reporting and analysis purposes.
NoSQL DBs: These rebels have their own cool club, saying "No" to traditional SQL ways. NoSQL databases come in four exciting flavors:Graph DB: Think of social networks, where relationships between people matter most. It's like mapping who's friends with whom.
Key-value Store DB: It's like a treasure chest, with each item having its unique key. Finding what you need is a piece of cake.
Document DB: A document database is a kind of database that stores information in a format similar to JSON. It's different from traditional databases and is made for working with documents instead of tables.
Column DB: Imagine slicing and dicing your data like a chef prepping ingredients. It's efficient and speedy.
Over to you: So, the next time you hear about databases, remember, it's a wild world out there - from orderly tables to rebellious NoSQL variants! Which one is your favorite? Share your thoughts!
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 7 Oct 2023 -
Building an empowered workforce with gen AI
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Gen AI may be in its nascent stages of development, but the technology is only going to get more intelligent. How can organizations do more than just “keep up”? What strategies, structures, and talent management approaches will business leaders need to adopt to prepare their organizations for a gen-AI-driven future? In this month’s first featured story, McKinsey’s Sandra Durth, Bryan Hancock, Dana Maor, and Alex Sukharevsky explain that gen AI can be a powerful tool for employee empowerment if business leaders think broadly about how gen AI could affect their organizations—and people—day to day. In our second featured story, Kweilin Ellingrud and Saurabh Sanghvi discuss the importance of upskilling, reskilling, and training to empower the global workforce with the rise of gen AI. Other highlights in this month’s issue include the following topics:
•
what it would take to raise minimum living standards and get on a net-zero path
•
the six worker archetypes present in every organization
•
how companies can play offense in the net-zero transition despite uncertainty
•
the unprecedented mental health issues facing today’s teens
From poverty to empowerment: Raising the bar for sustainable and inclusive growth
What would it take to raise minimum living standards and get on a net-zero path in this decade? Our research explores twin ambitions for people and the planet.
Advance the continuum of progress
Some employees are destroying value. Others are building it. Do you know the difference?
More than half of employees report being relatively unproductive at work. New research into six types of employees shows how companies can re-engage workers while amplifying the impact of star performers.
Address the challenge
Full throttle on net zero: Creating value in the face of uncertainty
To thrive amid shocks to the net-zero economy, leaders are shifting strategies to position themselves to win when the skies clear up.
Make bold moves
Getting to the bottom of the teen mental health crisis
From identifying the effects of social media and the COVID-19 pandemic, to overcoming stigma and expanding accessibility to care, there’s lots to unpack around teen mental health. How do we help tomorrow’s workforce today?
Think creatively
Gen AI in high gear: Mercedes-Benz leverages the power of ChatGPT
Philipp Skogstad, CEO of Mercedes-Benz R&D North America, shares the story of bringing generative AI to 900,000 beta testers and discusses the vision, impact, challenges, and path forward for generative AI applications in the automotive sector.
Drive change
On the cusp of the next payments era: Future opportunities for banks
The 2023 McKinsey Global Payments Report shines a light on a changing industry and explains how banks and others can capitalize on new dynamics.
Make better decisions
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
McKinsey Chart of the Day
See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth.
Dive in
McKinsey Classics
To learn how to turn your frontline managers into winning leaders and your front line into winning workers, read our 2009 classic, “Unlocking the potential of frontline managers.”
Rewind
The Daily Read
— Edited by Eleni Kostopoulos, managing editor, New York
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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:33 - 7 Oct 2023 -
Gen AI: The devil is in the data
The CEO Shortlist
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Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Heavy hangs the head and all that. We understand the challenges of the top job, and we’re committed to helping CEOs—both present and future—do the best jobs they can. Twice monthly, we offer four articles and reports that are must-reads for people across the workforce—particularly C-level execs. In this edition, we look at seven things you can do today to get to net zero, how to put data to work in scaling generative AI, and more. We hope you enjoy the read.
—Liz and Homayoun
Just do it. CEOs are waiting (and waiting) for the perfect energy transition playbook. But certainty is an unaffordable luxury. Our experts’ recommendation is to just get on with it: leaders know enough now to make six no-regrets moves to create value in the net-zero transition.
Ah-ooo-ga: What’s that sound coming through the fog? Why, it’s Full throttle on net zero: Creating value in the face of uncertainty, by Laura Corb, Anna Granskog, Tomas Nauclér, and Daniel Pacthod.More than zero. Everybody thinks zero-based budgeting is just a euphemism for radical cost cuts. But there’s much more to it than that. Done right, zero-basing can give leaders insights into costs, yes, but also into growth and capital allocation.
Dig deeper than the bottom line with Unlocking operational evolution: The zero-basing philosophy, by Denis Fomin, Steve Frazier, and Carey Mignerey.Data is gold. We’ve been singing this song for years. But the message is all the more urgent as generative AI tools—reliant on easily accessible, organized data—take over the business and tech conversation. The problem? Seventy-two percent of leading organizations cite data management as one of the main roadblocks in scaling AI.
Help is on the way: check out the seven actions data leaders can take in The data dividend: Fueling generative AI, a new article by Joe Caserta, Holger Harreis, Kayvaun Rowshankish, Nikhil Srinidhi, and Asin Tavakoli.The gen AI glass is half full—or even three-quarters. You might have read one or two (or 15) think pieces about the vast opportunity for early adopters of generative AI. But not everyone sees the future as rosy. Many see gen AI as a harbinger, not of exciting growth but of job replacement and loss. It’s up to senior leaders to build a compelling narrative for the use of gen AI, with concrete examples of how the tools can enhance the employee experience.
Calm your employees’ anxieties with actionable insights from The organization of the future: Enabled by gen AI, driven by people, by Sandra Durth, Bryan Hancock, Dana Maor, and Alex Sukharevsky.We hope you find our new focus on CEOs inspiring and helpful. See you in two weeks with four more McKinsey ideas for the CEO and others in the C-suite.
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 02:08 - 6 Oct 2023 -
Trash in space is a growing problem
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
•
Outshining the stars. One satellite launched in November 2022 is now brighter than some of the most dazzling stars in the entire Milky Way, according to a study in Nature released earlier this month. To satisfy global demand for broadband access, companies have launched thousands of satellites, with multiple nations planning to develop mega constellations of their own. Astronomers are concerned that satellite constellations in low-Earth orbit could hinder their ability to observe the night sky. [NYT]
•
A growing problem. Investment in space exploration is booming. In 2021, private sector funding in space-related companies topped $10 billion, a roughly tenfold increase over the past decade, McKinsey senior partner Ryan Brukardt and colleagues share. But with increasing space activity also comes more space junk—fragments from inactive satellites, rockets, missiles, and other stuff that get left behind. There are nearly 30,000 pieces of junk floating in space. As this waste accumulates, it poses a growing challenge to space travel and exploration.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:07 - 5 Oct 2023 -
อย่าพลาดการสัมมนาผ่านเว็บ เพื่อค้นพบแนวทางปฏิบัติทางธุรกิจที่ยั่งยืน
Schneider Electric
Addressing the Green Action Gap
ค้นพบว่าผู้นำในอุตสาหกรรมเชื่อม Green gap ได้อย่างไรเรียน Abul
ที่ชไนเดอร์ อิเล็คทริค เรามุ่งมั่นที่จะขับเคลื่อนความยั่งยืนและช่วยให้ธุรกิจประสบ
ความสำเร็จ เนื่องจากเรารู้ว่าเราไม่สามารถทำคนเดียวได้ นั่นเป็นเหตุผลที่เราอยาก
เชิญคุณเข้าร่วมการสัมมนาผ่านเว็บเรื่อง "การนำทางสู่ความยั่งยืน: การจัดการ
กับ Green Gap" ในเดือนตุลาคมนี้
ในการสัมมนาผ่านเว็บนี้ ทีมผู้เชี่ยวชาญของเราจะแบ่งปันข้อมูลเชิงลึกอันมีค่า
ตัวอย่างจากโลกแห่งความเป็นจริง และโซลูชันที่นำไปใช้ได้จริงซึ่งคุณสามารถนำไป
ใช้ภายในองค์กรของคุณเอง
เข้าร่วมกับเราและเสริมพลังให้ธุรกิจของคุณเติบโตอย่างยั่งยืนพร้อมทั้งมีส่วนร่วมใน
การบรรเทาการเปลี่ยนแปลงสภาพภูมิอากาศ
*การสัมมนาผ่านเว็บจะนำเสนอเป็นภาษาอังกฤษ ตัวแทนของเราจะอำนวยความ
สะดวกแก่คุณหากคุณต้องการความช่วยเหลือแบบเรียลไทม์ระหว่างการสัมมนาทาง
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by "Schneider Electric" <reply@se.com> - 10:02 - 5 Oct 2023 -
No More Vendor Lock-In? The Rise of Sky Computing
No More Vendor Lock-In? The Rise of Sky Computing
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Cloud computing has unleashed a wave of innovation, powering industry giants like Netflix, Airbnb, and countless others. Yet despite its promise, cloud's full potential remains constrained, locked within vendor-specific silos. What if you could break free from these limitations? Imagine an open sky above the clouds, where your applications can freely soar and shift between clouds at will. This vision is now within reach. The next evolutionary leap beyond cloud computing is showing great promise - welcome to the era of Sky Computing.
In Sky Computing, applications are not bound to any single cloud provider. You can develop cloud-agnostic applications and optimize for performance, cost, latency - on your terms. Initial implementations have already shown the immense benefits, from cutting costs in half to being able to run high-throughput batch workloads across clouds. With open frameworks replacing vendor lock-in, the possibilities are endless. Join us as we explore how Sky Computing works, the promising benefits it unlocks, and how you can start soaring beyond the limits of cloud today.
Sky Computing relies on key technical abstractions that intelligently distribute workloads across diverse cloud environments. Initial open source implementations like SkyPilot and SkyPlane demonstrate the viability of these concepts. They provide a seamless multi-cloud experience, while optimizing for cost, performance and latency based on application needs.
In this issue, we will:
Analyze the incentives for cloud providers and users to participate in this next wave of innovation
Examine how early pioneering innovations in Sky Computing are already demonstrating promising benefits
Outline an action plan for you to start experimenting with these architectures - unlocking the promise of an open sky above the clouds
Cloud Computing Landscape Today
The following illustration shows how most applications use cloud computing today.
Most applications today use just one cloud The following illustration shows what sky computing promises us and its three main enablers—(1) job specification by apps, (2) inter-cloud abstraction layer, and (3) network peering between the clouds.
Sky computing makes applications cloud provider agnostic by using three primary enablers (numbered in the above diagram) Let’s first understand the reasons why many applications depend on one cloud provider.
Why do most applications rely on just one cloud today?
Most cloud applications today utilize one of the major cloud providers. Applications built in this manner are tightly coupled with the underlying cloud provider’s API. In a sense, such applications are silos—they cannot easily transition from one cloud to another. Organizations choose cloud providers—often for multiple years—that serve their current and future needs at a favorable cost. The cloud providers frequently leverage such opportunities to lock in customers they believe will be profitable. Here are some common reasons why many applications opt for a single cloud provider:
Simplicity and ease of management: Using a single cloud provider can streamline the management and operation of an application. Organizations only have to deal with one set of tools, one billing platform, and one set of resources to manage, which can reduce complexity and overhead. For many organizations such as start-ups, keep technical complexity and associated risks in check is imperative for survival.
Cost considerations: Adhering to a single cloud provider can make it easier to predict and control costs. Each cloud provider has its pricing model, and managing multiple providers can be more challenging for optimizing cost efficiency.
Predicting pricing in a cloud provider’s spot market can be challenging due to high price and availability fluctuations. Some models even treat such spot markets as stock exchanges and use those models for prediction. According to one study, Apple spent more than $30 million a month in 2019 at AWS for iCloud storage, based on a multi-year contract between the two companies. Large customers like Apple have substantial leverage to negotiate prices.Often cloud providers can offer subsidized rates for organizations if they commit to staying with the provider for many years. Such deals are seen as a win-win - the customers get their computing done at a competitive price, and the cloud provider secures important long-term customers. However, once agreed-upon, the customer is locked into that specific provider on the agreed-upon terms.
For an organization, architecting an application to run on multiple cloud providers can be n times as costly (where n is the number of clouds supported) in terms of required technical expertise, training, business deal negotiations, and challenges debugging and fixing issues.Integration and compatibility: Cloud providers offer a wide range of services and tools. By using one provider's ecosystem, it's often easier to ensure seamless integration between services, which can improve application performance and reliability.
Service differentiation: Some cloud providers excel in specific areas or industries. If an application has particular requirements that align well with a provider's strengths (e.g., AWS for ARM-based virtual machines for lower cost, Azure for enterprise integration with Microsoft-specific solutions, GCP for globally distributed, transactional Spanner database, etc.), it may make sense to use that provider.
Data gravity: Applications that deal with massive data volumes often find it more efficient to keep their data within one cloud provider's ecosystem due to data transfer costs, latency, and compliance considerations.
Even if a customer did not get a special volume discount, most cloud providers make it harder to move data out (while data ingress rates are often much lower compared to egress). Additionally, artificial throttling limits might be in place to slow egress throughput. For example, a recent study showed that AWS throttled egress data at 5 Gbps.Technical expertise: Teams may have specialized expertise with a specific cloud provider's services and tools, making it more efficient to continue using that provider for new projects.
Some customers operate on very slim profit margins and are highly cost-sensitive. So much so that at times, some applications choose the cheapest data center among many while ignoring redundancy. For example, AWS’s North Virginia’s datacenter is the most affordable for some services, so they only deploy there. However, there is an inherent risk of failure when a data center-wide outage occurs, as has happened in the past. Still, many customers seem to ignore such risks because cloud providers have become very reliable over the years. Some organizations are willing to take this gamble.
An aside: Artificial fault injection to keep the clients honest to the SLA As an interesting aside, Google reports artificially inducing errors to its Chubby locking service so internal customers don’t start believing Chubby has 100% availability. Such practices are not usually employed for public facing services.Vendor Lock-In: Inertia exists in computing as well—as an organization’s footprint grows within a cloud provider, it becomes increasingly difficult to switch providers.
While vendor lock-in can be a concern with a single cloud provider, some organizations prioritize short-term efficiency over long-term flexibility. They may opt to address potential lock-in issues later, once their application matures. However, that moment may never arrive as applications and workloads can become further intertwined with proprietary APIs over time.
An aside: Multi-cloud and Sky computing Some organizations use more than one cloud, either for distinct, unrelated applications or different business units. This strategy is also called multi-cloud. For our discussion, we will consider an application’s ability to freely transition across any cloud as either multi-cloud or sky computing.Ultimately, the decision to use one or multiple cloud providers should be based on the application’s specific needs and goals, as well as the organization's tolerance for complexity and risk.
Why would anyone want Sky Computing?
The obvious question is: why would anyone want Sky Computing to happen? What incentives exist for stakeholders?
Multi-cloud architectures, where applications utilize multiple cloud providers simultaneously, offer several benefits depending on an organization’s specific needs and goals. Here are some of the key incentives and benefits of multi-cloud apps:
Redundancy and high availability: Spreading workloads across multiple cloud providers and regions enhances the application redundancy and high availability. If one cloud provider experiences an outage, the application can seamlessly failover to another, minimizing downtime and ensuring business continuity.
Recent events demonstrate that cloud provider outages happen. Applications that dynamically move workloads between providers can mask an outage.Risk mitigation: Multi-cloud strategies mitigate vendor lock-in risks. Organizations avoid over-reliance on a single provider, reducing vulnerability to changes in pricing, service quality, or strategic shifts by a single provider.
Optimization for specific services: Different cloud providers excel in different areas. By using multiple providers, organizations can choose the best services for each sub-task within their application. For example, one provider may offer superior machine learning solutions while another excels at IoT or analytics services.
There will always be differentiated services among cloud providers. Later we will examine an example ML pipeline where each stage runs on a different cloud.
The following illustration shows a workload with three major phases—data processing, ML training, and client serving. We might figure that Azure’s secure processing service is the best choice for the first phase (data processing), GCP’s TPU processors can give us superior performance per dollar for the second phase (ML training), while we can serve economically using AWS Inferentia service for the third phase (client serving). The output of one phase provides the input to the next by utilizing egress routes. Prototyping confirmed that this approach reduced costs up to 80% and latency up to 60% compared to using a single cloud.
Data processing, ML training, and data serving using three cloud providers. Cost optimization: Multi-cloud deployments allow organizations to optimize costs by selecting the most cost-effective cloud provider for each workload. This can lead to potential cost savings, as different providers may offer better pricing for specific services or regions.
An aside: Sky computing / Multi-cloud provides economic benefits and accelerates innovation. Initial studies (see Skypilot and Skyplane) suggest substantial cost savings using multiple cloud providers, even after taking egress fees into account.Not every organization gets volume discounts—those are reserved for a select few. For others, it often makes sense to move services between cloud providers. Overall costs can still be lower, even after factoring in data egress fees. We will examine those results later in this newsletter.
Spot market price and availability fluctuations also differ among cloud providers—at different times spot markets of different cloud providers might offer better cost performance.
Compliance and data sovereignty: Compliance requirements vary by region and industry. Multi-cloud strategies enable organizations to place data and workloads in specific geographic regions to meet compliance and data sovereignty requirements. For example, some countries in the European Union might demand that data placement and processing of its citizens must happen inside the physical boundaries of the country. A single cloud provider might not have its data center in a specific country. Using another cloud provider for that country can resolve the issue.
Performance optimization: Geographical distribution across cloud providers can improve application performance for users in different parts of the world. Organizations can strategically place resources closer to their end-users to reduce latency and enhance user experience.
Disaster recovery: Multi-cloud architectures can simplify disaster recovery planning. If a disaster affects one provider, failover to another ensures availability.
Innovation and best-of-breed solutions: Organizations can leverage innovations and best-of-breed solutions from multiple providers, staying competitive and capitalizing on emerging technologies.
Flexibility and scalability: Multi-cloud environments offer greater flexibility and scalability. Organizations can scale resources as needed, avoiding the constraints of a single provider's resource limits.
By leveraging sky computing, a customer has the ability to pool resources from multiple cloud providers to get their work done. For example, with GPU shortages, for many ML training sessions, we could combine GPUs from multiple cloud providers to get our work done instead of waiting for the resources to be available.
Negotiating leverage: Using multiple cloud providers may provide negotiating leverage with pricing and service agreements. Competition between providers can lead to better terms for customers.
The decision to adopt a multi-cloud approach should align with an organization's specific goals, requirements, and resources. It's not necessarily the right choice for every application, but it can provide significant advantages in the right circumstances.
Incentives for cloud providers
Cloud providers have incentives to embrace the multi-cloud paradigm, as it can increase customer engagement and revenue opportunities. Here are some of the key incentives and benefits for cloud providers:
Increased market share: When clients adopt a multi-cloud strategy, they are more likely to use services from multiple cloud providers. Cloud providers can capture a larger share of the market by offering services that cater to different aspects of the clients’ multi-cloud architecture.
Revenue diversification: By providing services that support multi-cloud deployments, cloud providers can diversify their revenue streams. This reduces their reliance on any one client or market segment. This makes them more resilient to market fluctuations.
Cross-selling and up-selling: Cloud providers can cross-sell and up-sell additional services to clients who embrace a multi-cloud strategy. For example, they can offer tools and services for managing multi-cloud environments, security solutions, and data integration services to clients. For example, GCP’s Anthos and Azure’s Arc projects are a step in that direction.
Partnerships and ecosystem expansion: Cloud providers can establish partnerships with other cloud providers or technology vendors to create a more extensive ecosystem. These partnerships can lead to joint marketing and revenue-sharing opportunities. For example, GCP’s Anthos collaborates with VMware and HP to enable Anthos across providers.
Customization and flexibility: Offering customizable solutions that cater to a client's multi-cloud needs allows cloud providers to differentiate themselves in the market. Clients often seek providers who can adapt to their unique requirements.
Resource optimization: Cloud providers can optimize their infrastructure and resource allocation based on client demand for multi-cloud solutions. This optimization can lead to cost savings and better resource utilization.
Innovation and competitive advantage: Cloud providers that invest in multi-cloud capabilities and technologies can gain a competitive advantage by staying at the forefront of innovation in this evolving space. This can attract more clients looking for cutting-edge solutions.
It's important to note that while there are benefits for cloud providers, embracing the multi-cloud paradigm also presents challenges, including increased competition and the need to ensure interoperability with other cloud providers. To be successful in this space, cloud providers must continually adapt their offerings to meet the evolving needs of multi-cloud clients and maintain a strong focus on customer satisfaction.
In the ever-evolving cloud market, no single player is too currently big (AWS’s share 32%, Azure’s 22%, and GCP’s 11%.), and smaller providers will be more willing to embrace sky computing than the large players. Once again projects like Anthos and Arc from GCP and Azure are an example for such a phenomenon.
An aside: John McCarthy’s vision of computing becoming a public utility. “Computing may someday be organized as a public utility just as the telephone system is a public utility, … Each subscriber needs to pay only for the capacity he actually uses, but he has access to all programming languages characteristic of a very large system … Certain subscribers might offer service to other subscribers … The computer utility could become the basis of a new and important industry.” A quote by Professor John McCarthy at MIT’s centennial celebration in 1961 John McCarthy (the Turing award winner of 1971 for his contributions to AI) had the vision of computing becoming a public utility where customers could use as much of it as needed and pay only for the time they used the resources. The invention of public cloud circa 2006 popularized part of McCarth’s vision where clouds provide huge resources where customer pay-per-use. However, computing becoming a public utility has yet to be realized. Just like we can plug our devices to wall sockets without worrying which electric company produced the power, we need applications that could use the infra and services without worrying which cloud provider is offering it, as long as that offering meets customer’s needs. Cloud providers might be averse to the idea of them becoming easily replaceable by anyone else. Each large cloud tries hard to differentiate itself by offering something unique—GCP has TPUs (Tensor Processing Unit) that have better cost-performance for ML training, AWS has low cost, ARM-based virtual machines and AWS Inferentia for economical deep learning inference, and Azure has services like secure enclaves for processing sensitive data.Let’s now see how organizations can architect sky computing.
How we will realize Sky Computing
Now let's put our designer hats on. How would we architect Sky Computing to meet our stated goals? There are a few options to meet our stated goals, though only one good choice emerges.
Porting each application to every cloud provider is an impractical m x n solution. With m providers and n applications, each application must conform to every cloud's unique API. For example, Databricks reportedly required many person-years of effort just to port their application to Azure. Only a few large organizations could afford this for a handful of major cloud providers.
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Elevate your observability with four vital Insights from the 2023 Observability Forecast
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The business value of observability: Insights from the 2023 Observability Forecast The 2023 Observability Forecast report is now out. Data from 1,700 technology professionals across 15 countries offered insights to help you better understand their observability habits and the impact those have on costs and revenue. In the blog, we will unpack four key findings from the report that show that the return on investment (ROI) in observability is not just beneficial; it's essential.
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Higher education faces intensifying pressures. Can university leaders pass the test?
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Dual enrollment. US community colleges saw student enrollments decline sharply during the COVID-19 pandemic. With many institutions yet to fully recover, dual-enrollment programs provide a steady supply of new students who are likelier, upon high school graduation, to matriculate at the colleges where they took dual-credit classes. In a study of two-year public institutions in the US, dual-enrollment students younger than 18 were the only group whose enrollments grew during the pandemic, increasing a modest 1% from 2019 to 2021. [Inside Higher Ed]
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Declining enrollment. US higher education is facing a perfect storm. People are asking increasingly critical questions about the cost of college and ROI. Student enrollment and revenues are declining. From 2015 to 2019, institutions with fewer than 10,000 students experienced a drop in enrollments. (The smallest schools were hit hardest, with enrollment falling by 4.7% on average.) Only institutions with more than 10,000 students saw enrollment increase, McKinsey senior partner Ian Jefferson and colleagues reveal.
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ลองดูเคส Tanishq สำหรับโซลูชันการประมวลผลเอดจ์!Dear Abul,
คุณสามารถเรียนรู้เกี่ยวกับโซลูชันการประมวลผล edge ของชไนเดอร์ อิเล็คทริคผ่านกรณีการใช้งานจริงของ Tanishq โปรดพิจารณาแนะนำ !
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[ประสิทธิภาพหลักของการแนะนำโซลูชัน]
- Palani Kumar รองประธานฝ่ายบริการค้าปลีกแบบครบวงจร Titan Company Ltd.- การใช้พื้นที่น้อยลง 50%
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City-center real estate in the postpandemic world
Re:think
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FRESH TAKES ON BIG IDEAS
ON THE EMPLOYEE EXPERIENCE
How the pandemic altered demand for urban real estatesAditya Sanghvi
This summer, the McKinsey Global Institute published “Empty spaces and hybrid places,” our comprehensive report examining the pandemic’s long-term effects on real estate. What we found is that the long-term impact really centers around the disruptive and lasting changes in how we work. Attendance in the office remains down by some 30 percent, and office space needs in 2030 are likely to be lower than they were in 2019. This change has had and will continue to have ripple effects on all other real estate asset classes.
We analyzed in depth nine “superstar cities” worldwide—cities with a disproportionate share of the world’s urban GDP and GDP growth. These were Beijing, Houston, London, Munich, New York, Paris, San Francisco, Shanghai, and Tokyo. In our research, we found that office demand in 2030 could be 13 percent lower than it was in 2019 in the median city in our moderate scenario, and 38 percent lower in a more extreme scenario, relative to prepandemic demand. Values could be 26 percent lower in our moderate scenario and 42 percent lower in our severe scenario, even before considering changes in capitalization rates. In just nine cities, we are talking about the potential loss of $800 billion in office real estate value.
It is important to understand that the demand decline is for the office space that is in use today, because to a large extent, the office product available today is no longer fit for purpose. As of fall 2022, employees were spending about 3.5 days per week in the office. Lower attendance is a way of expressing that workers don’t want to go back to the cube farms that continue to fill the vast majority of offices, or certainly not as frequently as they once did.
I haven’t given up hope for the office, but I do think landlords have to create a different relationship with tenants and provide services that actually help those tenants achieve better outcomes. Changes can include shorter, more flexible lease terms and analytics that provide insights into how space is used and how it should be designed. A landlord’s mindset should be that of a solutions provider, one who helps clients—and I’m deliberately saying clients, not tenants—to outperform. To beat the working-from-home alternative, spaces should “earn the commute,” and you do that by creating space where people actually want to work. Real estate players need to prove to employers that better workplaces can lead to higher attendance, increased employee engagement, and improved measures of productivity.“In just nine cities, we are talking about the potential loss of $800 billion in office real estate value.”
It’s going to take collaboration between office owners, policy makers, and tenants to make the office a place where people want to be, which may then help to revitalize some of the urban cores that have lost a bit of that specialness. That’s a big imperative for cities.
Policy makers might do well to start thinking of cities’ current challenges as an opportunity. After all, lack of space has long been one of the hardest problems confronted by major cities. Suddenly, that problem has eased. Policy makers asking themselves how cities can best take advantage of vacant space could contemplate having the right mix of attractive office, retail, and residential spaces. These kinds of vibrant neighborhoods were becoming more popular even before the pandemic, and our research shows that they suffered less than office-dense neighborhoods during the pandemic. Reforming restrictive zoning policies could be one step. And any policy changes that make office-to-residential conversion simpler may increase affordability. We are way better off converting obsolescent space to new purposes rather than allowing it to die a slow death in the coming years.
The pandemic created an earthquake, and now we’re dealing with the aftershocks. I think the imperative is incredibly strong to act, to act now, and to act collectively.ABOUT THIS AUTHOR
Aditya Sanghvi is a senior partner in McKinsey’s New York office.
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Becca Coggins on redefining retail
The retailer of the future won’t just sell stuff—it might also become your walk-in clinic, your internet provider, your travel agent, and your bank. But as retailers seek to expand into new businesses, they need to make careful, consumer-centric choices.
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Register Now for webinar - Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™
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