in

info@learn.odoo.com

• 2
• 3
• 4
• 5
• 6

• Hi there, how can I help?

  Hi there, how can I help?

  Hi there,
  
  At Infoserve, we've been working with businesses on a similar trajectory to Your Telecoms Consultant for over 2 decades, helping them to promote their business and attract new customers.
  
  We cover all aspects of digital marketing and advertising - from Websites and SEO to Social Media, Google ads and Directory Listings.
  
  If you're looking for help with any of these, whether you're new to it or want to improve what you already have, we can help.
  
  Just drop me an email back, let me know what you need, and I'll send you some ideas, examples of work with other Telecommunication Companies and an idea of costs.
  
  
  Thank you,
  
  Matt Budd
  Digital Marketing Consultant
  0800 089 0879
  infoserve.com
  
  
  
  
  Infoserve Ltd, Southside Aviation, Leeds Airport, LS19 7UG. Registered in England No. 04209122
  We have sent this email to Your Telecoms Consultant having found the details online. If you would no longer like to get emails from us you can stop them here.

  ...

  ---

  by "Matt Budd" <matt@infoserve.digital> - 09:27 - 9 Dec 2024

• [Video] How Domino’s tech stack helps them deliver on time

  New Relic

  How leaders build better digital experiences. Ever wondered how Domino’s uses its tech stack to dominate pizza delivery? In the first episode of The Observability Blueprint, New Relic CEO Ashan Willy sits down with Matthias Hansen, Group CTO of Domino’s Pizza Enterprises to learn how the company leverages observability and AI/machine learning to deliver satisfying digital customer experiences, and hot pizza. Watch the video to learn: The power of Domino’s every order counts ethos and how technology helps. The growing role of AI and machine learning in enhancing operations. The role that observability plays at Domino’s including strategies and tips. Watch Now View in browser This email was sent to info@learn.odoo.com. Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190 Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2024 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

  ---

  by "New Relic" <emeamarketing@newrelic.com> - 05:06 - 9 Dec 2024

• A leader’s guide to upgrading your personal operating model

  Leading Off

  Model behavior ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 As a leader, the list of to-dos can seem endless. On any given day, you may need to present to the board, meet with R&D leads to align on next year’s strategy, talk about innovation with a big customer, or lead an earnings call with investors. How does one person manage such a large and complex web of relationships and responsibilities? It starts by connecting with yourself. Effective leaders think critically about their strengths and shortcomings so they can develop their own operating models to get their most important work done—and done well. This week, we look at how leaders can operate at their best to achieve maximum impact. AN IDEA Upgrade your ways of working Just as our phones and computers regularly alert us to update their operating systems, leaders can do the same for themselves, say McKinsey’s Arne Gast and Suchita Prasad. According to the authors, leaders should build their personal operating models around four drivers: their priorities, the roles they choose to play, how they spend their time, and how they sustain their energy. Leaders need to be vigilant about reviewing and upgrading their operating models at key inflection points in both their professional and personal lives: for example, starting a new role, leading an organizational transformation, or dealing with urgent family needs. This ongoing self-evaluation is particularly important in today’s fast-changing business environment. “Leaders who continually upgrade their personal operating model report being more productive, working more consciously, and driving change more effectively,” the authors say. A BIG NUMBER 2/3 That’s the share of chiefs of staff who are appointed from within their organizations, according to a McKinsey study of the role. A high-performing support team is critical to a senior executive’s personal operating model because a capable chief of staff—along with skilled executive assistants—can help leaders focus on priority work and cover their weak spots. McKinsey’s Andrew Goodman and his coauthors note that the percentage of in-house appointments “reflects the value that principals place on a chief of staff having deep institutional knowledge and strong internal networks so they can hit the ground running.” A QUOTE “One of the most important—and most challenging—aspects of being a top leader is getting expert, unvarnished, and diverse insight into yourself and the world around you.” That’s McKinsey’s Celia Huber, Ishaan Seth, Kurt Strovink, and Meagan Hill on lessons for aspiring CEOs. One core component of a leader’s personal operating model is assembling a trusted “kitchen cabinet” of colleagues, friends, mentors, and others who can advise on thorny issues and provide honest feedback. Seeking counsel from a diverse group offers leaders valuable perspective, and “it’s also good training for the sensitive collection of insight that will be central to your success as a CEO leading a team of people with a range of conflicting needs,” the authors say. A SPOTLIGHT INTERVIEW The ability to sustain good health and energy levels is part of an effective operating model. But leaders’ well-being is often taxed by personal and professional “microstresses” that can compound quickly, Babson College professor Rob Cross says in an Author Talks interview. Such stressors include bad news on social media, a friend’s health scare, or minor errors made by a colleague. “The problem is that we are hit with 20, 25, 30, sometimes more of these microstresses in small moments,” Cross says. “We’re conditioned to kind of fight through. But our bodies absorb it.” Top performers counter the effects of microstresses by maintaining meaningful relationships outside of work that bring them moments of joy. On the job, they can take small steps such as restating expectations at the end of every meeting to ward off errors. “The small micromoments are the answer as well as the problem in different ways,” Cross says. KNOW WHEN TO FOLD ’EM Understanding when to walk away from a certain project or task is essential for leaders as they set their priorities. “People have the idea that quitting slows you down, that it stops your progress, but in reality, quitting really speeds you up,” says Annie Duke, a retired professional poker player turned decision strategist. Leaders often wait too long to abandon failing or nonessential projects because they’re afraid of wasting resources or being stigmatized as a quitter. But much like a poker career, life is “one long game,” and the biggest winners are also the most strategic quitters, Duke says: “If people are afraid of quitting until it’s so certain that that’s the only choice—which is well beyond the point at which they should have walked away—that’s a problem for you as an organization.” Lead by updating your own operating model. — Edited by Eric Quiñones, senior editor, New York Celebrating 60 years of McKinsey Quarterly We’re commemorating our flagship publication’s milestone birthday with a year of themed issues, special interactive features, and timeless Quarterly classics newly released from the archives. It’s all available with a free digital Quarterly membership. Sign me up  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

  ---

  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:47 - 9 Dec 2024

• GGB/0029/24

  Dear Sales team,

  Good day.

   

  Kindly forward us the best price for below items.

  No	Product Code	Description	Quantity
  2	330261	TORCH WATER-PROOF ELECTRIC, WITH MORSE SIGNALLING For Morse signalling, sealed in a waterproof container.	2.00
  3	330250	LIFERAFT JACK KNIFE Furnished with lanyard for attaching the knife to the boat.	2.00
  4	330246	LIFEBOAT FIRST AID KIT Stores medicines and medical instruments in a watertight container.	2.00
  5	330314	RED HAND FLARE MK8 PAINSWESSEX, 9529000 SOLAS/MED APPROVED	12.00

   

   

  Best Regards

   

  Pradeep Nandanan

  Business Development Manager

  Mob. +971 50 5561773

   

  ASCA Maritime FZE
  E-Lob Office No.E-43G-19

  Hamriyah Free Zone,

  PO Box 42333 | Sharjah | UAE |

  Tel: +971 6 561 5615

  Fax: +971 6 557 1913

  Email:procurement@ascamaritime.com

  

  

   

  

   

  

  _______________________________________________________________________________

  CONFIDENTIALITY NOTICE

  The contents of this email message and any attachments are intended solely for the addressee(s) and may contain confidential and/or privileged information and may be legally protected from disclosure. If you are not the intended recipient of this message or their agent, or if this message has been addressed to you in error, please immediately alert the sender by reply email and then delete this message and any attachments. If you are not the intended recipient, you are hereby notified that any use, dissemination, copying, or storage of this message or its attachments is strictly prohibited.

   

  PRIVACY NOTICE

  If you are not the intended recipient or should you wish not to receive emails from us, please email the sender by reply email. We do not store an email address should it be not lawful processing, or should you have not provided your specific consent.

  _______________________________________________________________________________

   

  ---

  by "rocurement" <procurement@ascamaritime.com> - 04:37 - 9 Dec 2024

  8 attachments 8 attachments

  Need Price Order No.17084 PARLOK.rar

  image007(12-09-08-02-16).jpg

  image006(12-09-08-02-16).jpg

  image005(12-09-08-02-16).jpg

  image004(12-09-08-02-16).jpg

  image003(12-09-08-02-16).jpg

  image002(12-09-08-02-16).jpg

  image001(12-09-08-02-16).png

• Announcing 2025 SAP Flagship Event Dates

  PromoEmail_STD_Events25

  Take a look at our exciting event experiences – both familiar and NEW!   SAP events come alive in 2025 with experiences both familiar and NEW! Getting ready for next year? We are too! Bring out your best at SAP events in 2025 Business leader? Practitioner? Technology professional? We have designed our 2025 events with YOU in mind! We now have three flagship events to choose from. Explore what events work best for you and sign up now to receive the latest event updates. SAP Sapphire May 2025 | Orlando, Virtual, Madrid | Learn more Your catalyst for business transformation! Designed for IT and business decision makers to showcase SAP’s vision, innovations, and solutions. • May 19–21: SAP Sapphire Orlando + ASUG Annual Conference + SAP Select • May 20–21: SAP Sapphire Virtual • May 26–28: SAP Sapphire Madrid + SAP Select SAP Connect October 6–9, 2025 | Las Vegas & Virtual | Learn more NEW! Designed for practitioners and decision makers to showcase SAP’s interconnected, AI, and “suite-first” strategy for your organization. SAP Connect will feature a collective event gathering with targeted, value-driven lines of business experiences: SuccessConnect Enhance employee experiences and support strategic talent initiatives Spend Connect Streamline procurement processes and experience effective spending CX Connect Create seamless, personalized experiences for loyalty and long-term growth CFO Connect Optimize financial processes through automation, analytics, and real-time insights Supply Chain Connect Transform supply chains with improved visibility, agility, and collaboration SAP TechEd November 4–6, 2025 | Berlin & Virtual | Learn more Returns in-person! Designed to provide deep technical learning, best practices, and hands-on training to technology professionals. Sign up to get the latest event updates, including SAP TechEd on Tour stops available around the world. But wait, there’s more! Looking for additional 2025 events? Event Finder: Browse all upcoming and on-demand webinars, virtual events, and conferences by category, type, or region. Thank you for your interest, and we look forward to delivering valuable, rewarding, and unforgettable experiences to you next year! Unsubscribe Subscribe Email Us Call Us Copyright Privacy Legal Disclosure Visit SAP.com SAP (Legal Disclosure | SAP) This e-mail may contain trade secrets or privileged, undisclosed, or otherwise confidential information. If you have received this e-mail in error, you are hereby notified that any review, copying, or distribution of it is strictly prohibited. Please inform us immediately and destroy the original transmittal. Thank you for your cooperation. You are receiving this e-mail for one or more of the following reasons: you are an SAP customer, you were an SAP customer, SAP was asked to contact you by one of your colleagues, you expressed interest in one or more of our products or services, or you participated in or expressed interest to participate in a webinar, seminar, or event. SAP Privacy Statement This e-mail was sent to you on behalf of the SAP Group with which you have a business relationship. If you would like to have more information about your Data Controller(s) please click here to contact webmaster@sap.com. This promotional e-mail was sent to you by SAP Global Marketing and provides information on SAP's products and services that may be of interest to you. If you would prefer not to receive such e-mails from SAP in the future, please click on the Unsubscribe link. To ensure you continue to receive SAP related information properly please add sap@mailsap.com to your address book or safe senders list.

  

  ---

  by "SAP" <sap@mailsap.com> - 02:35 - 9 Dec 2024

• How organizations can develop great leaders

  Only McKinsey Perspectives

  Today’s most important leadership traits  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Fostering great leaders In the news • Selfless leadership. While CEOs with larger-than-life personalities might command attention, those who are selfless leaders—cultivating trust and focusing on helping others—can build thriving workplace cultures, an expert shares in Inc. One behavior that’s central to this leadership style is when executives use their influence to develop others into leaders, rather than amass power for themselves. This can mean placing colleagues in prominent roles where they can gain new experiences and further their skills. [Inc] • Learning from peers. As managers and executives attempt to juggle their expanding responsibilities, Fortune reports that chief human resources officers are stepping up to support them—especially on leadership development. Many HR leaders, however, may be prioritizing training methods that do not focus on key people skills, a recent Gartner survey finds. Traditional forms of learning, such as lectures and workshops, can be insufficient since they tend to be singular events. In contrast, learning opportunities where leaders can regularly confide in their peers create more trust within the company. [Fortune] As recent McKinsey research shows, employees are looking for more connection, more authenticity, and more inspiration from their leaders. On McKinsey.com • Challenging times. It’s not easy to lead a global organization in today’s fragmented world, McKinsey’s global managing partner, Bob Sternfels, and coauthors acknowledge. Leaders are contending with a growing number of disruptions: the authors estimate that the number of critical issues CEOs and top teams typically focus on has doubled in the past ten years. Even so, organizations that treat leadership development as a core capability can raise their overall resilience and improve their odds of withstanding future shocks. • Leadership factories. CEOs and executive teams say their organizations have a pressing need to build leadership capabilities. By and large, the most effective transfer of leadership skills occurs on the job: for example, through training new hires and mentoring, coaching, and apprenticing others. When colleagues invest their time in others, learning side by side and providing regular feedback, these practices can create a “leadership factory” that produces great leaders. Explore the ways in which organizations can develop their own leadership factories. Create new rules of leadership —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> - 01:16 - 9 Dec 2024

• The week in charts

  The Week in Charts

  Supply chain resilience, investing in insurance, 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 The Week in Charts series offers data visualizations that help explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored supply chain resilience, investing in insurance, and banking valuation. FEATURED CHART Supply chain inventory inertia See more This week’s other select charts The insurance allure  Banking’s eroding economic value 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

  ---

  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:50 - 7 Dec 2024

• GRAB 3 FREE 1 !!! UNDERSTAND SHIPPING PRACTICES, DOCUMENTS AND PAYMENT SYSTEM (15-16 Jan 2025)

  GRAB 3 FREE 1 !!!

   

  Please call 012-588 2728

   email to pearl-otc@outlook.com

   

  FACE-TO-FACE PUBLIC PROGRAM

  UNDERSTAND SHIPPING PRACTICES,

  DOCUMENTS AND PAYMENT SYSTEM   

  Venue : Dorsett Grand Subang Hotel, Selangor        (SBL Khas / HRD Corp Claimable Course)

  Date : 15 Jan 2025 (Wed) |  9am – 5pm     By SH Yeo

    16 Jan 2025 (Thu)  |  9am – 5pm            .

   

  LEARNING OBJECTIVES:

  By the end of the interactive session, the learning curve achieve will enable the following:-

  a)      UNDERSTAND the parties involved in shipping operation and its relation to one and another

  b)      UNDERSTAND the  rule of delivery and risk transfer in shipping operation

  c)      UNDERSTAND the responsibility and liability of all the parties in a shipping operation

  d)      UNDERSTAND the key documents required for shipping operation

  e)      UNDERSTAND the difference type of bill of lading and the type of bill of lading issue out  for the  different payment or contract made between buyer and seller

  f)       UNDERSTAND the incentives available to importer and exporter in Malaysia for efficient international trade

  g)      UNDERSTAND packaging best practices and clause in contract to protect a buyer interest

  h)      UNDERSTAND the different category of cargoes in shipping

  i)       UNDERSTAND the process of shipping for import and export

  j)       UNDERSTAND the different  method use to calculate import duties and sales tax

  k)      UNDERSTAND the type of payment system in shipping operation

   

  TRAINING METHODOLOGIES:

  This training will involve the following area to enhance learning:

  a)      Power point presentation

  b)      Quiz session for every module completed

  c)      Discussion on subject of learning

  d)      Facilitating by trainer to enhance understanding of subject matter

  e)      Notes will be provided

  f)       Pre test and Post test will be given to participants to gauge learning before and after training

   

  PARTICIPANTS GROUP:

  This training program is highly recommended for employees in purchasing, sales and marketing and logistics and other operational areas.

   

  OUTLINE OF WORKSHOP

  Module 1 – Parties in Shipping Operation, Responsibility and Liability -       Parties in Shipping Operation -       Buyer and seller responsibility -       Freight forwarder and carrier responsibility -       Exclusion issue -       Freight broker versus Freight Forwarder -       NVOCC versus Ocean Carrier -       Chartered shipping operation -       Quiz session   Module 2 – Type of Cargoes in Shipping -       FCL versus LCL cargo and documentation difference -       Type of box containers for ocean and air freight -       Flat rack container -       Bulk Cargo  versus Neo Bulk and Break Bulk cargo -       RORO operation versus LOLO operation -       Quiz session   Module 3 – Bill of Lading, Insurance and other Documents in Shipping -       NVOCC and Freight forwarder BL versus Carrier BL -       Different type of Bill of Lading -       Negotiable versus Non Negotiable Bill of Lading -       Bill of Lading issued for Letter of Credit -       Blank endorsed Bill of Lading -       Packing list and Invoice  best practices and purpose -       Delivery note versus packing list -       Type of Custom document used in shipping -       Cargo insurance, the different type available -       Quiz session

  Module 4 – Customs Role and Responsibility and Trade Incentives -       Customs role and responsibility -       Method of calculating import duties and sales tax -       Harmonized Tariff code -       MIDA trade incentives -       Free Trade Agreement purpose and rule of origin -       Temporary Export and Import scheme -       Quiz session   Module 5 – Rule of Delivery for Shipping Operation -       Understand Risk Transfer and Delivery point using Incoterms -       Title document -       Responsibility and liability of seller and buyer in the process of delivery -       Freight agent responsibility in ensuring proper delivery in shipping -       When Force Majeure apply in shipping operation -       Quiz session   Module 6 – Payment in International Trade and Role of Shipping Parties -       Different types of Payment method in international trade -       Selection of Incoterms in shipping to secure payment -       Shipping company and Freight forwarder role in the payment process -       Quiz session

   

  ** Certificate of attendance will be awarded for those who completed the course

   

  ABOUT THE FACILITATOR

  SH Yeo

  Academic & Professional Qualifications

  Certified HRDF Trainer (TTT certificate number 4669)

  Certified Professional Trainer and Facilitator (University Malaya, Malaysia)

   

  -       Diploma in Human Resource Management (UK)

  -       Diploma in Production Management (USA)

  -       MBA in Supply Chain Management (USA)

  -       33 year of management experience in supply chain and operation

  -       Trainer & consultant since 2008

   

  Mr. Yeo is a very experienced supply chain and operational manager.  During his working career, spanning over 33 years, he has held various positions as following:-

   

  1987 - with International Paint (later known as Akzo Nobel International Paint) as a Storekeeper

  1989 to 1992 @ Warehouse Executive

  1992 to 1993 @ Warehouse Manager

  1993 to 1998 @ Production Manager

  1998 to 1999 @ join Melandas as a Logistics and Purchasing Manager.

  1999 to 2004 @ join Dian Creative as a Material Manager

  2004 to 2006 @ join Joubert SA Malaysia as Purchasing Manager

  2006 to 2008 @ Procurement Manager

  2008 to 2019 @ Supply Chain Manager and Company Director

   

  His major achievements include the following:-

   

  a)      Increase productivity in the production department by providing intrinsic and extrinsic motivation to the employees from 1993 to 1998.

  b)      Making major decision to advise a MNC company to drop LMW warehousing scheme and adopting MITI PC1 and 2 exemption system to help company to be more competitive in the local and oversea market in 1998.

  c)      Co coordinating Kastam licensing and reporting to solve company reporting and licensing issue with Kastam

  d)      Establishing control and procedure and bringing awareness to employee on important of supply chain control in 2004 until 2019 and achieving 100% shipment performances to customers

  e)      Involve in negotiating with a major customer from Europe to secure new contract and beside visiting overseas suppliers for performances improvement and selection of new suppliers

  f)       Carry out new product development by working with engineering and design team and suppliers, including spending on site at supplier premise to solve new product design issue

  g)      Introduced new procedures in warehouse and operation for better control of operation and reporting system

  h)      Managing and conducting cost reduction management program from 2008 to 2013 and reduce cost for the company by up to RM6.5 mil.

  i)       Involve in managing suppliers contract and involving in proposing and drafting new contract and contract renewal for suppliers from 2008 until 2019 (early retirement) by working with suppliers and internal stakeholders with guidance from legal expert.

  j)       Managing Non Disclosure Agreement with suppliers to protect company intellectual property

   

  (SBL Khas / HRD Corp Claimable Course)

  TRAINING FEE
  2 days Face-to-Face Public Program	RM 2,250.00/pax (excluded 8% SST)
  Group Registration: Register 3 participants from the same organization, the 4th participant is FREE. (Buy 3 Get 1 Free) if Register before 6 Jan 2025. Please act fast to grab your favourite training program!

   

  We hope you find it informative and interesting and we look forward to seeing you soon.

  Please act fast to grab your favorite training program! Please call 012-588 2728

  or email to pearl-otc@outlook.com

   

  Do forward this email to all your friends and colleagues who might be interested to attend these programs

   

  If you would like to unsubscribe from our email list at any time, please simply reply to the e-mail and type Unsubscribe in the subject area.

  We will remove your name from the list and you will not receive any additional e-mail

   

   

  Thanks 

  Regards

  Pearl

  ---

  by "sump@otcmsb.com.my" <sump@otcmsb.com.my> - 11:56 - 7 Dec 2024

• EP141: How to Ace System Design Interviews Like a Boss?

  EP141: How to Ace System Design Interviews Like a Boss?

  

  They are the most critical components to crafting successful software systems. 

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP141: How to Ace System Design Interviews Like a Boss? ByteByteGo Dec 7   READ IN APP   Redpanda Streamfest: Learn the latest in streaming data and AI (Sponsored) Redpanda Streamfest is your best chance to learn the latest techniques and technologies for building data pipelines that support real-time applications, analytics and AI. Our half-day online streaming data conference includes more than a dozen technical talks, live demos and a hands-on workshop. Hear from streaming data experts at the New York Stock Exchange, Snowflake, Dun & Bradstreet, Clickhouse, Poolside, Qdrant, ShareChat, Cohere and more. Plus, you can take home the best swag in the business! Busy on Dec 12 and can’t make it? Register, and we’ll send you the on-demand recordings. Save your spot This week’s system design refresher: How to Ace System Design Interviews Like a Boss? My NEW book, Coding Interview Patterns, is now available on Amazon Who are the Fantastic Four of System Design? Unicast vs Broadcast vs Multicast vs Anycast How Does VISA Make Money? SPONSOR US How to Ace System Design Interviews Like a Boss? Follow this 7-step process to do well in a System Design Round Requirements Clarification In the first step, clarify functional and non-functional requirements. Ask questions to understand the core features of the system as well as non-functional aspects such as data volume, availability, scale, etc. Capacity Estimation Next, estimate the capacity of the system. Focus on attributes like the number of users, traffic, storage/memory needs, and compute and networking requirements. Create High-Level Design Break down the system into components such as client apps, servers, load balancers, databases, etc. Start with drawing a simple block diagram that shows these components and their potential interaction with each other. Focus on the data flow. Database Design Model the data and choose the right database type for the system. Once done, focus on the database schema. Interface Design Next, focus on the interfaces to the system. This could be API endpoints or event models exchanged between the various components of the system. Also, choose a communication approach such as REST, GraphQL, gRPC, or an event-driven Scalability and Performance Address the scalability, performance, and latency aspects of the system by suggesting techniques that will be used. For example, vertical and horizontal scaling, caching, indexing, denormalizing, sharding, replication, CDNs, etc. Reliability and Resiliency Lastly, address the reliability and resiliency of the design. Identify single points of failure and mitigate their impact. Over to you: What else would you add to the process? Proactive performance monitoring using New Relic AI (Sponsored) Managing complex technology stacks and ensuring continuous uptime are critical challenges for modern engineering teams. Reacting to issues after they occur often results in costly downtime and frustrated customers. The solution? Proactive performance monitoring. With New Relic AI, you can move from reactive to proactive monitoring by leveraging AI to foresee problems before they happen, identify trends, and resolve issues faster. Get started My NEW book, Coding Interview Patterns, is now available on Amazon My new book, Coding Interview Patterns, is now available on Amazon! I’ve been working on this book for 1.5 years with my co-author, Shaun Gunawardane. Our goal is to help you understand the underlying patterns of each coding problem, so you don’t have to grind through 100s/1000s of them. We’ve also included 1,000+ diagrams to help you quickly grasp the reasoning and logic behind a solution within 5–10 minutes. I hope this book achieves its goal. Who are the Fantastic Four of System Design? Scalability, Availability, Reliability, and Performance. They are the most critical components to crafting successful software systems. Let’s look at each of them with implementation techniques: Scalability Scalability ensures that your application can handle more load without compromising performance. Availability Availability makes sure that your application is always ready to serve the users and downtime is minimal. Reliability Reliability is about building software that consistently delivers correct results. Performance Performance is the ability of a system to carry out its tasks at an expected rate under peak load using available resources. Over to you: What are the other pillars of system design and strategies you’ve come across? Unicast vs Broadcast vs Multicast vs Anycast These are 4 network communication methods you must know. Unicast Unique sender and a single receiver. For example, communication between two people in a party. Used in protocols such as HTTP, FTP, and SMTP. Broadcast Single sender and multiple receivers. For example, a person at a party stands up on a podium and shouts a message to everyone. However, it doesn’t mean that every receiver gets the message. Used in Address Resolution Protocol, DHCP, and NTP Multicast Sender to a specific group of devices in a network. This is a specialized case of broadcast routing. For example, a member of the group talks and listens to other members of the group within a party. Used in IPTV and video conference applications. Anycast Sender to a single device or a specific group of devices. For example, saying thank you to one host out of a group of hosts organizing a party. All other hosts also expected to receive the thank you note. Used in DNS querying and CDNs. Over to you: Which approach have you used? How Does VISA Make Money? Why is the credit card called “the most profitable product in banks”? How does VISA/Mastercard make money? The diagram below shows the economics of the credit card payment flow. 1. The cardholder pays a merchant $100 to buy a product. 2. The merchant benefits from the use of the credit card with higher sales volume, and needs to compensate the issuer and the card network for providing the payment service. The acquiring bank sets a fee with the merchant, called the “merchant discount fee.” 3 - 4. The acquiring bank keeps $0.25 as the acquiring markup, and $1.75 is paid to the issuing bank as the interchange fee. The merchant discount fee should cover the interchange fee. The interchange fee is set by the card network because it is less efficient for each issuing bank to negotiate fees with each merchant. 5. The card network sets up the network assessments and fees with each bank, which pays the card network for its services every month. For example, VISA charges a 0.11% assessment, plus a $0.0195 usage fee, for every swipe. 6. The cardholder pays the issuing bank for its services. Why should the issuing bank be compensated? The issuer pays the merchant even if the cardholder fails to pay the issuer. The issuer pays the merchant before the cardholder pays the issuer. The issuer has other operating costs, including managing customer accounts, providing statements, fraud detection, risk management, clearing & settlement, etc. Over to you: Does the card network charge the same interchange fee for big merchants as for small merchants? 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

  

  ---

  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 7 Dec 2024

• Top 10 reports this quarter

  McKinsey&Company

  At #1: The next big arenas of competition ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   For direct answers to complex questions, check out McKinsey Explainers. Top Ten Reports │ Fourth Quarter 2024 Our top ten reports this quarter look at the state of fashion, small businesses, retail banking in the AI era, and more. At No. 1, McKinsey's Chris Bradley, Michael Chui, Kweilin Ellingrud, Michael Birshan, and coauthors explore 18 business arenas of competition that could reshape the global economy and generate $29 trillion to $48 trillion in revenues by 2040. 1. The next big arenas of competition (213 pages) Arenas are industries that transform the business landscape. Eighteen future arenas could reshape the global economy and generate $29 trillion to $48 trillion in revenues by 2040. Dive into the report  2. The State of Fashion 2025: Challenges at every turn (154 pages) The global fashion industry faces economic uncertainty, a dynamic market, and consumer behavior shifts. Finding pockets of growth means navigating a complex maze. Identify the bright spots  3. Global Banking Annual Review 2024: Attaining escape velocity (27 pages) In coming years, the “management quotient” will spell the difference between industry leaders and laggards. Where to compete  4. The state of retail banking: Profitability and growth in the era of digital and AI (22 pages) As the global macroeconomic environment remains uncertain, retail banks should focus on the fundamentals of customer primacy and margin protection while embracing digital technologies and gen AI. Bring in the new era  5. America’s small businesses: Time to think big (42 pages) 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  6. Global Insurance Report 2025: The pursuit of growth (65 pages) Finding profitable growth is an imperative for the world’s personal and commercial property and casualty insurers, while life carriers must adjust to changing consumer needs. Embrace a changing landscape  7. Global payments in 2024: Simpler interfaces, complex reality (17 pages) Global payments are becoming simpler for users, but complexity keeps growing behind the scenes. This year’s report explores this paradox and the options for providers. Are payments simpler?  8. Steering Indian insurance from growth to value in the upcoming ‘techade’ (69 pages) A significant share of India’s people and assets remain uninsured, presenting both challenges and opportunities for the country’s insurance industry. Close the gap  9. European nongrocery retail: Transition and transformation (80 pages) After an unpredictable several years, nongrocery retailers in Europe are seeking to uncover pockets of growth. To succeed, they will need to navigate differences across markets and retail categories. Jump-start growth in retail  10. Toward action: A G20 agenda for sustainable and inclusive growth (40 pages)  Achieving sustainable, inclusive growth across G20 economies will take decisive effort. This report offers metrics to prompt discussions at the B20 forum and move from aspirations toward action. Examine the data  Follow our thinking 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. 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 are a registered member of the Top Ten Most Popular newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 10:27 - 7 Dec 2024

• Fw: Rebuild WordPress Website

  Hi,

  
  

  Just following up on my previous email to see if you're still interested in exploring a website update or any of our web services. Let me know if you’d like to set up a quick call to discuss your needs.

  
  

  Looking forward to hearing from you!

   

  Best Regards,

  Violetta smith

  
  

  ---

  From: Violetta smith
  Sent: Sunday, August 25, 2024 11:22 AM
  Subject: Re: Can We Schedule a Time to Talk?

   

  Hi there,

   

  Are you considering a website update? We offer comprehensive services including design, redesign, development, and maintenance.

   

  Our expertise includes:

   

  • Website Design
  • WordPress Development
  • Redesign/Re-Development
  • Web Maintenance
  • E-Commerce Solutions
  • Custom Websites
  • PHP and MySQL Development
  • PSD to HTML

   

  Please share your requirements and website URL. Let’s schedule a call to discuss further.

   

  Looking forward to your response.

   

  Best regards,

  Violetta Smith

  ---

  by "Violetta smith" <Violettasmith27@hotmail.com> - 08:15 - 7 Dec 2024

• How do you foster meaningful connections with stakeholders?

  Only McKinsey Perspectives

  4 characteristics of effective communication ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The storytelling CEO In the news • Keep it simple. What makes someone an exceptional communicator? Increasingly, it’s the ability to break down complex statements into concepts that are easier to understand—a skill that’s hard to come by in the current business environment, a Stanford Business School professor explains in Fast Company. Using slogans is one way to help people quickly grasp the crux of a message. Incorporating parables, or stories that end in a clear lesson or takeaway, can be another means to powerfully engage audiences, the professor shares. [Fast Company] • Communications’ key role. As the role of communications evolves to become an integral part of business strategy, CEOs are managing an increasing share of corporate communications professionals, Axios reports. A recent survey of 1,000 communication staffers revealed that 56% are directly accountable to the CEO, up 34 percentage points from the previous year. With communications teams advising C-suite leaders on the economy, geopolitics, and more, their expanded role reflects the fact that a company’s reputation is essential to its success. [Axios] On average, chief executives spend 30% of their time with external stakeholders. On McKinsey.com • Crucial relationships. For CEOs today, managing a broad range of relationships is a vital skill. Before becoming CEO of Microsoft, for example, Satya Nadella didn’t fully appreciate “how multi-constituent the world really is,” consisting of shareholders, team members and employees, and customers and governments. The capability to balance stakeholders’ needs is one of the defining characteristics of a great CEO, McKinsey research finds. Yet not all leaders have mastered that talent, McKinsey senior partner Kurt Strovink and coauthors share. • Engage effectively. To cultivate diverse relationships, leaders should start with a deep understanding of their organizations’ unique purpose and their stakeholders’ motivations and goals. With this information, CEOs can craft core narratives and adapt them to make messages meaningful for different audiences. Consider four characteristics of successful stakeholder engagement, and read CEO Excellence and The Journey of Leadership to learn the practices of top CEOs and discover leaders’ personal and professional experiences. Build better bonds —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> - 11:09 - 5 Dec 2024

• Mastering Modern Authentication: Cookies, Sessions, JWT, and PASETO

  Mastering Modern Authentication: Cookies, Sessions, JWT, and PASETO

  

  Authentication serves as the first line of defense in ensuring the security of applications and the sensitive data they handle.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Cyber Week sale extended — 30% off Get It Now! Mastering Modern Authentication: Cookies, Sessions, JWT, and PASETO ByteByteGo Dec 5 ∙ Preview   READ IN APP   Authentication serves as the first line of defense in ensuring the security of applications and the sensitive data they handle.  Whether it’s a personal banking app, a corporate platform, or an e-commerce website, effective authentication mechanisms are needed to verify the identity of users and safeguard their access to resources. Authentication ensures that only authorized users gain access to specific data or actions within an application. Without proper authentication, applications are vulnerable to unauthorized access, data breaches, and malicious attacks, potentially resulting in significant financial loss, reputational damage, and privacy violations. In addition to security, authentication plays a critical role in the user experience. By effectively identifying users, applications can provide personalized services, remember user preferences, and enable functionalities like Single Sign-On (SSO) across platforms. With evolving threats, implementing secure and efficient authentication is more challenging than ever. Developers must navigate between competing priorities such as: Security: Ensuring protection against different attack types like session hijacking, token theft, and replay attacks. Scalability: Supporting millions of users without compromising performance. User Experience: Maintaining ease of use while applying strong security measures. To tackle these challenges, developers rely on various authentication mechanisms. In this post, we’ll explore multiple authentication mechanisms used in modern applications and also study their advantages and disadvantages. Fundamentals of Authentication... 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 - 5 Dec 2024

• Dive into the data: The State of Observability in Europe report

  New Relic

  November 2024 What is your observability standing in Europe? Our State of Observability report holds the largest, most comprehensive research done on the topic. Explore deep insights into ROI, AI adoption, developer velocity, and business impact across Europe and the world. Download now Mastering sales season with observability Ensure your business thrives during the sales season by leveraging observability. Read how enhanced customer experiences through robust monitoring can drive revenue growth and minimize downtime, with strategies used by leading brands. Read the blog  State of Observability for Retail report View insights and analysis on the adoption and business value of observability for the retail and consumer industries. Get the report Useful reads What is digital experience monitoring? Digital experience monitoring (DEM) can help organizations identify issues, improve processes and optimize applications for the end-user. Read the blog  Exploring application performance monitoring Application performance monitoring (APM) allows users to identify and track app performance using real-time data. Learn more about APM solutions with New Relic. Read the blog  Events and Webinars New Relic Now Event - On Demand Observability is evolving fast. Watch our latest event, New Relic Now—your path to Intelligent Observability in the new AI era. Watch on demand New Relic University online workshops Catch our recent New Relic workshops on-demand. These trainer-led workshops with hands-on labs will help you up-level your observability skills. Watch on demand Need help? Let's get in touch. Ask Community Ask Support Contact Sales This email is sent from an account used for sending messages only. Please do not reply to this email to contact us—we will not get your response. View in browser This email was sent to info@learn.odoo.com  Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190. Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2024 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

  ---

  by "New Relic" <emeamarketing@newrelic.com> - 05:05 - 5 Dec 2024

• Free SEO review from our UK-based team of experts

  Free SEO review from our UK-based team of experts

  Hi there,
  
  If improving your website's search engine rankings is something you would be interested in, I'd like to set up a quick call to talk you through how our UK-based team of experts can help.
  
  Or if you'd like to book your free, comprehensive SEO audit, or see some case studies of what we've achieved for other clients, just drop me an email and I'll be in touch.
  
  
  Thank you,
  
  Matt Budd
  Digital Marketing Consultant
  0800 089 0879
  infoserve.com
  
  
  
  
  Matt Budd <matt@infoserve.uk> wrote:
  
  Hi there, 
  
  For 25 years Infoserve has been helping local companies like Your Telecoms Consultant to enhance their search engine rankings and attract more visitors to their websites.
  
  Unlock Visibility
  
  Search engines like Google process billions of daily searches.
  
  If you want to ensure your website stands out and is easily found amongst them, we can help you.
  
  As one of the first UK digital agencies to pioneer SEO, Infoserve has plenty of data and insights to ensure you’re easily found online.
  
  Stay Ahead with Monthly Content Reviews
  
  As search queries change frequently, we offer monthly content reviews to ensure you remain up to date with the latest trends and keep your online presence relevant and effective.
  
  Don’t just take it from us, here is what our customers say:
  
  “We have used Infoserve for the past 12 months and they have improved our online presence massively using pay-per-click, SEO and blogging. The monthly performance reports are excellent coupled with online meetings which make the relationship more personable and engaging. I would not hesitate in recommending this company and we will continue to utilise their services.”
  
  Why not give us a try?
  
  To get your free, comprehensive SEO audit and no-obligation personalised quote, email me back or give me a call on 0800 089 0879.
  
  
  Thank you,
  
  Matt Budd
  Digital Marketing Consultant
  0800 089 0879
  infoserve.com
  
  
  
  
  Infoserve Ltd, Southside Aviation, Leeds Airport, LS19 7UG. Registered in England No. 04209122
  
  We have sent this email to info@learn.odoo.com, having found your company details online, as we believe our digital marketing services may be of legitimate interest to your business. If you would no longer like to get emails from us you can stop them here.

  ...

  ---

  by "Matt Budd" <matt@infoserve.uk> - 03:05 - 5 Dec 2024

• What HR experts can do to put employees first

  Only McKinsey Perspectives

  McKinsey Talks Talent  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 The human struggle inside HR In the news • Strained HR departments. Human resources workers have become increasingly unpopular among employees, who view HR as unhelpful and untrustworthy, according to the New York Times. HR professionals, in turn, feel exhausted and underappreciated, with many leaving the field or seeking new opportunities. They tend to be frustrated with the challenges of resolving more and more office disputes, managing remote work, and implementing diversity, equity, and inclusion initiatives. [NYT] • Prioritizing people. To enhance workplace morale and employee performance amid ongoing disruptions to the workplace (hybrid work arrangements and the use of AI, to name a few), HR leaders are finding new ways to reach employees, improve working conditions, and boost their own image, Fortune reports. One company has introduced an emotional intelligence initiative to identify gaps in development and help workers consider how AI can support shifts in interpersonal relationships. [Fortune] “Organizations need to understand the importance of partnering with their HR colleagues and engaging them early when they’re thinking about strategic changes.” On McKinsey.com • Under pressure. Between the COVID-19 pandemic, the Great Resignation, and a volatile business environment, HR professionals are grappling not only with rising employee stress and dissatisfaction but also with their own work-related challenges. That’s according to McKinsey’s Brooke Weddle and Bryan Hancock and Wendy Miller, McKinsey’s chief people officer for North America, who explain that HR often feels caught between caring for employees and meeting organizational expectations. This tension may lead to underdelivering care to employees at a moment when workers’ needs are at an all-time high, Miller reveals. • Fostering trust. Business leaders say that HR professionals should have a seat at the decision-making table and be involved in strategic planning, according to Weddle. Building trust with non-HR stakeholders is also essential. That’s why HR’s top priority should be “making the time to engage on the topics people bring to your door and need help with,” Miller shares. Listen to the full podcast episode to learn how HR leaders can start improving company morale. Reshape HR’s future —Edited by David Weidner, senior editor, Bay Area 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> - 01:33 - 5 Dec 2024

• Introducing Remote’s new integrated solution for managing global benefits.

  Introducing Remote’s new integrated solution for managing global benefits.

  Global Benefits, Seamlessly Integrated with Payroll

  Hi MD, Global Benefits, Seamlessly Integrated with Payroll We’re excited to share our latest update: Remote’s Global Benefits solution is now available, providing an easier way to manage employee health plans worldwide. Now you can set up and manage health insurance plans directly within the Remote platform, fully integrated with payroll. This simplifies administration, ensures compliance, and helps you deliver the benefits your team deserves. Here’s how it helps: Streamlined Management: Handle payroll and benefits together in one place. Effortless Compliance: Stay on top of local regulations with built-in tools. Cost-Efficient: Reduce administrative overhead with a single platform. Employee Consistency: Offer a seamless experience to your global team. Integrated Precision: Ensure accuracy with synchronized payroll and benefits. See it in Action: 👉 Book a Demo or visit our Global Benefits page for more details. Want to learn more? Join us for... Webinar: Streamline global benefits management with Remote 🗓 Date: Wednesday, December 11, 2024 ⏰ Time: 4pm UTC  What we’ll cover: How to reduce complexity in global benefits administration Strategies for staying compliant with local regulations How Remote and Kota’s partnership provides an integrated solution Speakers: Jonathan Goldsmith, GM Global Payroll at Remote Luke Mackey, CEO at Kota Save your spot now   Warm regards, The Remote Team   You received this email because you are subscribed to News & Offers from Remote Europe Holding B.V Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Europe Holding B.V Kraijenhoffstraat 137A 1018RG Amsterdam The Netherlands Copyright © 2024 All rights reserved.

  

  ---

  by "Remote" <hello@remote-comms.com> - 10:58 - 4 Dec 2024

• Drive innovation through business automation

  Build a successful automation strategy with our CIO guide

  Guide to building a winning automation strategy. Download guide Today's CIO faces the challenge of successfully implementing automation across their organisation. The CIO Guide to Enabling Business Automation details how to build a successful automation strategy that drives automation success. Read this guide to learn: Key components of a successful automation strategy Why integration is central to executing business automation How to scale automation initiatives and respond quickly to evolving expectations Download guide

  Salesforce Innovation Day Broadcast Experience how generative AI and the world’s #1 AI CRM can help you grow trusted customer relationships and transform business like never before. Watch now

  © 2024, Salesforce, Inc. Salesforce.com 2 Silom Edge, 14th Floor, Unit S14001-S14007, Silom Road, Suriyawong, Bangrak, Bangkok 10500 General Enquiries: +66 2 430 4323     This email was sent to info@learn.odoo.com Manage Preferences or Unsubscribe | Privacy Statement Powered by Salesforce Marketing Cloud

                                                             

  

  

  ---

  by "MuleSoft from Salesforce" <apacemarketing@mail.salesforce.com> - 10:07 - 4 Dec 2024

• The secrets to e-commerce success

  Re:think

  The habits of highly successful e-commerce companies ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON E-COMMERCE E-commerce leaders do things differently By Arun Arora E-commerce has been around for more than a quarter century, but many companies still have trouble generating real profits from it. Yes, almost every company has a website, an online shopping experience, and some social media presence, but those are really just trappings. The companies that are most successful with e-commerce don’t treat it like a bolt-on application or channel to their regular business (an all-too-familiar outcome); they embed it into the core of their business.  Embedding e-commerce into the core of the business means integrating digital into how companies develop, market, and sell products and services to customers wherever they search and shop. Companies that are successful at this don’t think primarily in terms of how to build experiences around their channels, but instead how to use their channels to create the best—and most profitable—experiences. This thinking leads to a profound commitment to next-generation commerce based on integrating capabilities—technology, talent, strategy, operations, marketing, and sales—into a coherent operating model. Leading companies (those growing at ten percentage points above the market average) commit to next-gen e-commerce. They are prudent with their spending but cutting costs is not their top priority. Instead, they invest in technology (generative AI is the top priority for 20 percent of leaders, while less than 5 percent of laggards make a similar push), talent, channel integration, and shopping-event days, like Black Friday and Cyber Monday.    Leading companies bring top tech and e-commerce talent in-house. Agencies and vendors will always have a role. But in-house experts who know how to build things—data engineers, software engineers, cloud engineers—give the business the speed and flexibility to innovate at a pace that can keep up with the changes in customer behavior and market dynamics. That’s because successful e-commerce is intensely cross-functional (teams with a range of experts across the business who work together) and end-to-end (functions including R&D, logistics, and customer service that all need to work together to deliver a complete customer experience).   “Almost 20 percent of business leaders are planning to spend more than $100 million on e-commerce technology infrastructure, compared with about 8 percent of laggards.” Bringing in the right talent is a big challenge, because companies tend to fall into a few traps. The first is that they aren’t sure about what they’re trying to achieve so they’re not sure what kind of talent they need. The second is that companies don’t look for the best person for the job but rather the best person for the job who fits the pay band they have in place. Getting good talent is expensive, but companies often focus on the cost without understanding the benefit. Paying for top talent is actually a good deal because these people can deliver better results more quickly, and also attract better talent in turn.   If companies want to bring in top talent, they need to give them cutting-edge technology to work on. Relying just on monolithic e-commerce systems is a sure way to chase away the best talent, who want to work on technologies that can help build their skills. Almost 20 percent of business leaders, in fact, plan to spend more than $100 million on e-commerce technology infrastructure, according to our analysis (compared with about 8 percent of laggards).   In practice, this focus means having a technology architecture that embraces “MACH” development principles (microservices; API-enabled; cloud-native software as a service; and “headless,” where front-end design is decoupled from back-end systems). Open-source technologies meet many of these criteria, providing developers with significant control and flexibility. As AI and gen AI become more important, the critical ability won’t be so much how to build technologies from scratch but how to combine them so they can operate cost effectively at scale.   The power of advanced technologies is starting to bear some real fruit when it comes to e-commerce. One European bank, for example, implemented an AI program to understand why customers were opening accounts. In one hour, the program recommended 80 personalized marketing campaigns to target similar cohorts of potential customers. The team narrowed down the options to 40 campaigns, 38 of which ended up being successful. That kind of success rate is unheard of and a sign of how much value AI can generate in e-commerce when it’s well developed and deployed.   It's easy to become enamored of today’s modern technologies in terms of what it can do for e-commerce, but it’s critical to remember that it’s never just tech. Effectively developing, deploying, and improving tech programs requires companies to rewire how they work. How companies develop meaningful strategies, work across wider swaths of the organization, use their data more effectively, and scale programs to different regions, products, or customers are all critical building blocks for creating value. Share Arun Arora’s insights ABOUT THIS AUTHOR Arun Arora is a senior partner in McKinsey’s Paris office. MORE FROM THIS AUTHOR Power forward: Five make-or-break truths about next-gen e-commerce McKinsey research shows that leading companies aren’t afraid to invest and are determined to make tech a centerpiece for the next generation of e-commerce. More  Becoming indispensable: Moving past e-commerce to NeXT commerce A successful transition to the next horizon of digital commerce requires companies to get real about being customer first and make some hard choices. More  UP NEXT Roger Roberts on AI trust Companies can take an ethics-driven approach to building AI trust by deciding not just what they can build with AI, but what they should build. A strong governance model defines core principles and puts them into practice. 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 Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 01:13 - 4 Dec 2024

• Guest Post Contribution Inquiry

  Guest Post Contribution Inquiry

  Hi,

  I’d like to pitch David Maricich, President and Chief Creative Officer of Maricich Health, as a contributor for Odoo. David is a visionary leader and healthcare entrepreneur who has dedicated over 20 years to consulting on healthcare innovation, branding, marketing, and communications.

  David can provide valuable insights into effective healthcare marketing during major transitions, such as mergers and acquisitions, and can share strategies for reaching diverse target markets and enhancing public health campaigns. Additionally, he is keen to discuss the transformative potential of artificial intelligence in healthcare marketing and innovative strategies for unlocking growth potential in healthcare organizations.

  Here are possible topics we’d like to contribute:

  • Future-Proofing a Legacy: The Role of Innovation in Multi-Generational Companies
  • How to Bring Innovation & Change Without Losing Legacy Values in Your Business
  • Adapting to Cultural Fluidity: Strategies for Connecting with Evolving Consumer Identities
  • How Marketing Leaders Can Drive Transformation in Stubborn & Traditional Enterprises
  • Less is More: How Focused, Specialized Positioning Can Unlock Business Growth

  Here are some of his writing samples:

  • Could Marketing in Schools Help Save America’s Health? - MM&M Online
  • Why the Healthcare Ecosystem Matters - DTC Perspectives

  Let me know if any of these topics are of interest to Odoo!

  P.S. I coordinate the content for Maricich Health and our contributor posts. David will be the one writing the piece, and I will coordinate edits.

  
  
  --
  

  Ricardo Gonzalez

  Content Manager

  Zupo

  (657) 210-1685

  ricardo@zupo.co

  ___

  

  

  ---

  by "Ricardo Gonzalez" <ricardo.g@zupo.co> - 12:51 - 4 Dec 2024