in

info@learn.odoo.com

• 60
• 61
• 62
• 63
• 64

• It’s tough for companies to grow. One C-suite partnership is especially important.

  On Point

  Getting the CEO–CMO relationship right ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities The CEO–CMO alliance In the news • Stages of marketing. Chief marketing officers (CMOs) and CEOs want to set up a marketing function that quickly delivers growth. What a company needs from its marketing leaders changes as it grows. Yet executives often struggle to understand when and how they should modify marketing plans. Interviews with 100 CMOs reveal that a marketing structure is developed in three stages that correspond to a company’s size. For instance, at the early stage of growth, the CMO should be a “scrappy generalist” whose main goal is to acquire customers. [MIT] • C-suite collaboration. In an uncertain economy, some marketing leaders are being asked to produce quick wins from their brand-building campaigns. Since running an effective campaign can take multiple years, marketing chiefs need to manage expectations up front, a global beauty company’s CMO says. Success in marketing takes good communication and teamwork among C-suite leaders; however, as one finance chief notes, referencing a recent survey, only 37% of CMOs think it’s important to develop a better relationship with the CFO. [Raconteur] CEOs who place marketing at the core of their growth strategy are twice as likely to have greater than 5% annual growth compared with their peers. On McKinsey.com • Partnering for growth. It’s tough for many companies to grow. Prior McKinsey research has found that roughly 25% of companies don’t grow at all. To understand what’s happening inside the C-suites of high- and low-growth companies, we surveyed and spoke with about 100 marketing leaders and 21 CEOs. The relationship between CEOs and CMOs, particularly how CEOs and CMOs both define marketing’s role in shaping growth strategy, is highly correlated to their companies’ performance, McKinsey senior partner Marc Brodherson and coauthors reveal. • Multiple marketing roles. Growth requires ownership and accountability. Yet, as marketing evolves, many companies have added new marketing-related roles. In fact, more than two-thirds of surveyed CMOs said their companies have two or more marketing leaders who report directly to the CEO. This means that CEOs can have multiple executives with sometimes ill-defined responsibilities for customers, growth, or both. Understand three places where CEOs and CMOs can get disconnected and how executives can ignite growth. Redefine the CEO–CMO partnership — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:24 - 13 Nov 2023

• The week in charts

  The Week in Charts

  Alternative seafood, wealth fintech in Asia–Pacific, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored alternative seafood, wealth fintech in Asia–Pacific, healthcare labor shortages, societal participation among older populations, and the business case for decarbonization. FEATURED CHART Seafood, without the sea See more This week’s other select charts A wealth of opportunities Curing healthcare’s talent gap Golden years Net zero’s green premium 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. 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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:13 - 11 Nov 2023

• Using probability to boost your strategy’s odds of success

  Embrace uncertainty? Certainly. ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities McKinsey Classics | November 2023 How your company’s strategy can beat the odds by embracing uncertainty In business, as in life, uncertainty abounds. And companies today face uncertainty in spades: climate risks, economic shocks, disruptive technologies. Yet even when confronted with this volatile reality, companies still craft strategies that account for just one version of the future—and then hope for the best. A successful strategy heads off uncertainty at the pass by embracing the notion of probability. Knowing your odds of success before you launch a strategy can go a long way to ensuring how well you execute it. That starts with three key buckets: the capital you start off with, the trends your industry is facing, and the big strategic moves you plan to take. Benchmarking in these areas against the best-performing companies can help you more accurately assess your probability—and increase the odds that your strategy will succeed. “Uncertainty is the very reason we need strategy,” write the authors of this 2018 classic, and uncertainty isn’t going away anytime soon. To learn how to maximize your odds with certainty and secure your strategy’s success, read Chris Bradley and Sven Smit’s “How to confront uncertainty in your strategy.” — Drew Holzfeind, editor, Chicago Get a grip on uncertainty Related Reading Strategic courage in an age of volatility  ‘Crossing the river by feeling the stones’ Innovation: Your solution for weathering uncertainty  Did You Miss Our Previous McKinsey Classics? Overcoming bias in machine learning Machine learning holds immense promise for businesses that can effectively harness the powerful technology, but it is only as good as the data it’s working from—and, perhaps even more important, the people inputting the data. Address the limitations of machine learning  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 our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Classics" <publishing@email.mckinsey.com> - 01:12 - 11 Nov 2023

• EP85: Like LeetCode, but for improving debugging skills

  EP85: Like LeetCode, but for improving debugging skills

  

  This week’s system design refresher: How Big Tech Ships Code to Production (Youtube video) SadServers, like LeetCode, but for debugging issues on a Linux box Top 9 HTTP Request Methods The Software Engineer's Guidebook Log Parsing Cheat Sheet How to become a technical founder VCs love investing in (Sponsored)  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more EP85: Like LeetCode, but for improving debugging skills ByteByteGo Nov 11   READ IN APP   This week’s system design refresher: SadServers, like LeetCode, but for improving debugging skills How Big Tech Ships Code to Production (Youtube video) Top 9 HTTP Request Methods The Software Engineer's Guidebook Log Parsing Cheat Sheet How to become a technical founder VCs love investing in (Sponsored) Engineers like you make some of the best startup founders but struggle when it comes to raising money. To help future founders like you, I’ve created a guide to becoming that sought after technical founder that VCs LOVE to invest in. It includes: 📋 8 step-by-step project plans (no thinking, just doing) ‍👨🏻‍ 15 video explainers ✍️ Copywriting templates The retail price is $287 but I’m offering it for FREE to ByteByteGo readers who use the code ‘byte287’ (btw - who am I?) My name’s Jason Yeh. I studied compsci before working in Venture Capital and raising millions as a founder. I’ve helped founders around the world raise over $250MM (@jayyeh and my newsletter, and admnt.com).  $287 off with code'byte287' SadServers, like LeetCode, but for improving debugging skills One of the best ways to learn is to debug real problems. I recently discovered an interesting site built by Fernando Duran. It's similar to LeetCode, but focuses on improving developers debugging skills. I hope you find it useful. You can check it out here. How Big Tech Ships Code to Production Top 9 HTTP Request Methods GET, POST, PUT... Common HTTP “verbs” in one figure. HTTP GET This retrieves a resource from the server. It is idempotent. Multiple identical requests return the same result. HTTP PUT This updates or Creates a resource. It is idempotent. Multiple identical requests will update the same resource. HTTP POST This is used to create new resources. It is not idempotent, making two identical POST will duplicate the resource creation. HTTP DELETE This is used to delete a resource. It is idempotent. Multiple identical requests will delete the same resource. HTTP PATCH The PATCH method applies partial modifications to a resource. HTTP HEAD The HEAD method asks for a response identical to a GET request but without the response body. HTTP CONNECT The CONNECT method establishes a tunnel to the server identified by the target resource. HTTP OPTIONS This describes the communication options for the target resource. HTTP TRACE This performs a message loop-back test along the path to the target resource. Over to you: What other HTTP verbs have you used? Latest articles If you’re not a paid subscriber, here’s what you missed this month. A Crash Course in Kubernetes Redis Can Do More Than Caching The 6 Most Impactful Ways Redis is Used in Production Systems The Tech Promotion Algorithm: A Structured Guide to Moving Up A Crash Course in DNS To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid The Software Engineer's Guidebook It is great to be one of the first readers of this amazing book: The Software Engineer's Guidebook. Gergely Orosz spent four years writing it. The book provides a roadmap for a typical software engineering career, starting as a fresh-faced software developer and progressing to a senior/lead role model, all the way up to the staff/principal/distinguished level. What's inside? Part 1: Developer Career Fundamentals 1. Career paths 2. Owning your career 3. Performance reviews 4. Promotions 5. Thriving in different environments 6. Switching jobs Part 2: The Competent Software Developer 7. Getting things done 8. Coding 9. Software development 10. Tools of the productive engineer Part 3: The Well-Rounded Senior Engineer 11. Getting things done 12. Collaboration and teamwork 13. Software engineering 14. Testing 15. Software architecture Part 4: The Pragmatic Tech Lead 16. Project management 17. Shipping in production 18. Stakeholder management 19. Team structure 20. Team dynamics Part 5: Role-Model Staff and Principal Engineers 21. Understanding the business 22. Collaboration 23. Software engineering 24. Reliable software engineering 25. Software architecture If you are interested, you can check out the book here. Log Parsing Cheat Sheet The diagram below lists the top 6 log parsing commands. GREP GREP searches any given input files, selecting lines that match one or more patterns. CUT CUT cuts out selected portions of each line from each file and writes them to the standard output. SED SED reads the specified files, modifying the input as specified by a list of commands. AWK AWK scans each input file for lines that match any of a set of patterns. SORT SORT sorts text and binary files by lines. UNIQ UNIQ reads the specified input file comparing adjacent lines and writes a copy of each unique input line to the output file. These commands are often used in combination to quickly find useful information from the log files. For example, the below commands list the timestamps (column 2) when there is an exception happening for xxService. grep “xxService” service.log | grep “Exception” | cut -d” “ -f 2 Over to you: What other commands do you use when you parse logs? Latest articles Here are the latest articles you may have missed: Understanding Database Types Mastering the Art of API Design Password Authentication Password Authentication Passwordless Authentication What, Why, and Where is Cache? Cache Replacement and Invalidation Distributed cache, Cache strategies Managing Operational Challenges in Caching Monolithic Application Caching, Object Store, Modular Monoliths, Microservices Modern Frontend Frameworks and Hosting Platforms Scaling Modern Startup Stack To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

  ---

  by "ByteByteGo" <bytebytego@substack.com> - 11:43 - 11 Nov 2023

• La situación actual de las mujeres en el trabajo: Avances y oportunidades

  Además, cómo las instituciones financieras pueden reinventarse ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Destacados mensuales, noviembre 2023 ¿Cuál es la situación actual de las mujeres que trabajan en Estados Unidos? El más reciente informe Mujeres en el lugar de trabajo revela que, si bien las mujeres han logrado avances en la alta dirección, todavía están infrarrepresentadas en los mandos intermedios. El informe de este año, del que son coautoras Emily Field, Alexis Krivkovich y Lareina Yee, de McKinsey, en colaboración con LeanIn.Org, desmonta mitos comunes sobre las experiencias de las mujeres en el lugar de trabajo y la promoción profesional, e incluye una mirada interseccional a los prejuicios y barreras que enfrentan las mujeres asiáticas, negras, latinas y LGBTQ+, así como las mujeres con discapacidades. Otros temas destacados de la edición de este mes son: • Cómo pueden reinventarse las instituciones financieras frente a los grandes cambios estructurales y macroeconómicos • Los últimos resultados de la encuesta sobre la confianza y el gasto de los consumidores • Cómo los centros globales de capacidades pueden abordar el desgaste a través de la experiencia de los empleados • Por qué los directores de marketing podrían adoptar una mentalidad de inversionista La selección de nuestros editores Mujeres en el lugar de trabajo 2023 Las mujeres son más ambiciosas que nunca, y la flexibilidad en el lugar de trabajo las está impulsando. Sin embargo, a pesar de algunos logros obtenidos con gran esfuerzo, su representatividad no sigue el mismo ritmo. Así se detalla en el último informe Women in the Workplace de McKinsey, en colaboración con LeanIn.Org. Elévese a la altura del momento  LOS DESTACADOS DE ESTE MES Global Banking Annual Review 2023: La gran transición bancaria Los beneficios de la banca han aumentado gracias a la subida de las tasas de interés, pero las instituciones financieras de todo el mundo necesitan reinventarse ante los grandes cambios estructurales y macroeconómicos. 5 prioridades Cinco caminos para superar el rendimiento total del accionista Es difícil para las empresas superar significativamente el rendimiento total del accionista (TSR) del mercado a largo plazo, más difícil para las corporaciones más grandes, y aún más difícil en un contexto de bajo crecimiento. Pero el legado de la industria no tiene por qué ser el destino. 5 caminos hacia un rendimiento superior La experiencia de los empleados sigue siendo importante: La retención del talento en los GCC Con cinco acciones enfocadas, los centros globales de capacidades podrían reducir a la mitad sus tasas de deserción. 5 acciones Cimentar el liderazgo: La industria cementera en la transición a las cero emisiones netas Los nuevos enfoques y materiales podrían ayudar a la industria del cemento en la transición hacia un camino sin emisiones de carbono. De cara al futuro, los actores con enfoques estratégicos hacia las nuevas tecnologías podrían tener ventaja. Lidere el camino Forward Thinking sobre los problemas existenciales que enfrentan las clases medias de todos los países, con Homi Kharas Históricamente, la clase media ha tratado de evitar el cambio y reducir los niveles de incertidumbre, pero ahora tiene que aceptar el cambio y escribir una nueva narrativa, dice un destacado economista. Acepte el cambio Visión de embudo: marketing con mentalidad de inversionista El marketing eficaz no es solo algo “agradable de tener” cuando los tiempos son buenos. Las empresas lo necesitan todo el tiempo para recuperarse más rápidamente de las crisis y alcanzar sus objetivos de crecimiento a largo plazo. Aquí explicamos por qué. Adopte una mentalidad de inversionista Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New Global trade explorer Manufacturing Africa's future: Jobs, growth, and sustainability Leading through disruption requires ‘the gene for change’ Can public EV fast-charging stations be profitable in the United States? Author Talks: Why big gambles can lead to even bigger payoffs How traders can capture value in sustainable fuels For US consumers, it’s a matter of ‘and’—not ‘or’ Putting renewable energy within reach: Vietnam’s high-stakes pivot The future of real estate in a hybrid world What separates B2B GTM outperformers in tech and telecom DON’T MISS: The expansive, explosive potential of gen AI Creating real value from gen AI is challenging, so here’s a deep dive into the kind of strategic thinking needed to make the most of this remarkable technology. See the latest issue of the McKinsey Quarterly  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Books Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana. See the lists 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 Is artificial intelligence prone to bias as the real thing it emulates? Read our 2017 classic “Controlling machine-learning algorithms and their biases” to learn more. Rewind Leading Off Our Leading Off newsletter features revealing research and inspiring interviews to empower you—and those you lead. Subscribe now — Edited by Joyce Yoo, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 07:14 - 11 Nov 2023

• How to develop geopolitical resilience

  Be prepared ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey’s Strategy & Corporate Finance Practice  New from McKinsey & Company How to develop geopolitical resilience Geopolitical tensions have been rising, creating significant risks for companies, especially those operating internationally. Here is how to plan ahead. Be prepared Prefer audio? Listen to the podcast, and explore past episodes of the Inside the Strategy Room podcast. Subscribe via Apple Podcasts, Google Podcasts, and Spotify. Related Reading Global flows: The ties that bind in an interconnected world   Global Trade Explorer  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Global Institute alert list. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:51 - 10 Nov 2023

• API Trends, Insights, Webinars, and More!

  SmartBear

  See our latest product updates and learn about what’s coming next

  VIEW IN BROWSER Hi Abul, We're back with our monthly API newsletter. Let's dive into this month's API trends, insights, webinars, and more! ☟    ☕ Hot Off the Press   SmartBear Named a Visionary by Gartner® in the 2023 Magic Quadrant™ for API Management   On November 8th, we explored the emerging trends in the API landscape, discussed Gartner's evaluation of our company in meeting those evolving needs, and provided an inside look into our plans for the upcoming year.   Watch Webinar On Demand   ⚡ API Innovative Insights   Become an expert on the latest updates and trends Stoplight Acquisition & Future of APIs with Frank Kilcommins Planning for Success With an API-as-a-Product Approach Tips on Building an API Monetization Stack   Download Report   ✍ Want to Learn More?   Check out what else has been happening at SmartBear     BLOG SmartBear: A Visionary in the 2023 Gartner® Magic Quadrant™ A Magic Quadrant is a tool that provides a graphical competitive positioning of technology providers to help you make smart investment decisions. The evaluation was based on specific criteria that analyzed the company’s overall completeness of vision and ability to execute. Learn More   WEBINAR Optimizing QA Approaches: A Comparative Study of Functional and Contract Testing in GraphQL With the emergence of new protocols like GraphQL, QA teams will need to refine their testing strategies. Join us for this informative webinar where our experts will help you craft your own GraphQL testing strategy. Register Now!     BLOG How to Explore Your Kafka Channels with SwaggerHub Explore Our 2023 SOSQ API trends report revealed that APIs supporting Events is on the rise as we’re seeing an increase in support for Apache Kafka. In this blog, we dive deeper into the world of Apache Kafka and how to explore those channels. Read Me!   BLOG Pactober Wrap-Up Missed Pactober? Our Open-Source community Managers summarize all the cool Pactober happenings in this recent blog See What You Missed   Best, SmartBear API Team P.S. If you found this email helpful, forward it to a friend! If you have ideas of how we can improve next month’s newsletter, reply back to let us know.   Have you tried our free API client, Explore? Sign up Today!

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

  ---

  by "SmartBear API Team" <api-lifecycle-team@smartbearmail.com> - 11:49 - 9 Nov 2023

• Where will you travel next? The tourism industry can learn to cope with staff shortages.

  On Point

  Keeping up with consumers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities On travel and tourism In the news • Extremely out of office. Adventure tourism is booming after years of COVID-19-related travel restrictions prevented consumers from journeying far from home. More clients than ever before are booking trips to countries like Mongolia and Uzbekistan, adventure travel businesses and insurers say. A US company that provides worldwide emergency rescue services reported that sales increased 36% between 2019 and 2022. Social media (and showing off to friends) plays a part in people’s desire to travel to remote places, the company’s CEO said. [NYT] • Uncertain winter. The travel sector thrived during the bustling summer months. Airlines took in historically high profits, while European and US hotels saw the return of guests at levels that nearly matched prepandemic occupancy rates. Now, though, the sector is grappling with uncertainty over the coming winter. European executives are mostly optimistic; they expect continued spending on travel even in the face of high inflation. Some US companies, however, point to softening demand. One low-cost airline reported having to rely on “steep discounting.” [FT] The relatively low market penetration rate of guest apps and in-room technology points to around $2.4 billion in untapped revenue potential. On McKinsey.com • Growth in travel. There’s reason for optimism in travel and tourism in the decade ahead. Globally, travel and tourism GDP is predicted to grow an average of 5.8% each year between 2022 and 2032. At the same time, the industry continues to face a prolonged and widespread labor shortage. Staff shortages at hotels, restaurants, cruises, airports, and airlines can lead to operational, reputational, and financial trouble. If unaddressed, labor shortages may constrain the travel sector’s potential for growth, McKinsey partner Jackey Yu and coauthors explain. • Surviving staff shortages. Outsourcing, remote work, and digitization could help businesses deal with worker shortages while improving customer experience. One hotel group in China installed self-check-in kiosks that allow guests to check in or out in under 30 seconds. Operating more flexibly and increasing efficiency through automation and digitization could enable the industry to eventually cope with a structural labor shortage of around 10 to 15%, McKinsey analysis finds. Learn how travel and tourism leaders can keep up with consumer expectations. Discover trends in travel — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:07 - 9 Nov 2023

• A Crash Course in Docker

  A Crash Course in Docker

  

  In the old days of software development, getting an application from code to production was slow and painful. Developers struggled with dependency hell as test and production environments differ in subtle ways, leading to code mysteriously working on one environment but not the other. Then along came Docker in 2013, originally created within dotCloud as an experiment with container technology to simplify deployment. Docker was open-sourced that March, and over the next 15 months it emerged as a leading container platform.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more This is a sneak peek of today’s paid newsletter for our premium subscribers. Get access to this issue and all future issues - by subscribing today. Upgrade to paid Latest articles If you’re not a subscriber, here’s what you missed this month. A Crash Course in Kubernetes Redis Can Do More Than Caching The 6 Most Impactful Ways Redis is Used in Production Systems The Tech Promotion Algorithm: A Structured Guide to Moving Up A Crash Course in DNS To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid A Crash Course in Docker ByteByteGo Nov 9 ∙ Preview   READ IN APP   In the old days of software development, getting an application from code to production was slow and painful. Developers struggled with dependency hell as test and production environments differ in subtle ways, leading to code mysteriously working on one environment but not the other. Then along came Docker in 2013, originally created within dotCloud as an experiment with container technology to simplify deployment. Docker was open-sourced that March, and over the next 15 months it emerged as a leading container platform. In this newsletter, we’ll explore the history of container technology, the specific innovations that powered Docker's meteoric rise, and the Linux fundamentals enabling its magic. We’ll explain what Docker images are, how they differ from virtual machines, and whether you need Kubernetes to use Docker effectively. By the end, you’ll understand why Docker has become the standard for packaging and distributing applications in the cloud. Tracing the Path from Bare Metal to Docker In the past two decades, backend infrastructure evolved rapidly, as illustrated in the timeline below: In the early days of computing, applications ran directly on physical servers (“bare metal”). Teams purchased, racked, stacked, powered on, and configured every new machine. This was very time-consuming just to get started. Then came hardware virtualization. It allowed multiple virtual machines to run on a single powerful physical server. This enabled more efficient utilization of resources. But provisioning and managing VMs still required heavy lifting. Next was infrastructure-as-a-service (IaaS) like Amazon EC2. IaaS removed the need to set up physical hardware and provided on-demand virtual resources. But developers still had to manually configure VMs with libraries, dependencies, etc. Platform-as-a-service (PaaS) like Cloud Foundry and Heroku was the next big shift. PaaS provides a managed development platform to simplify deployment. But inconsistencies across environments led to “works on my machine” issues. This brought us to Docker in 2013. Docker improved upon PaaS through two key innovations. Lightweight Containerization Container technology is often compared to virtual machines, but they use very different approaches. A VM hypervisor emulates underlying server hardware such as CPU, memory, and disk, to allow multiple virtual machines to share the same physical resources. It installs guest operating systems on this virtualized hardware. Processes running on the guest OS can’t see the host hardware resources or other VMs. In contrast, Docker containers share the host operating system kernel. The Docker engine does not virtualize OS resources. Instead, containers achieve isolation through Linux namespaces and control groups (cgroups). Namespaces provide separation of processes, networking, mounts, and other resources. cgroups limit and meter usage of resources like CPU, memory, and disk I/O for containers. We’ll visit this in more depth later. This makes containers more lightweight and portable than VMs. Multiple containers can share a host and its resources. They also start much faster since there is no bootup of a full VM OS. Docker is not “lightweight virtualization” as some would describe it. It uses Linux primitives to isolate processes, not virtualize hardware like a hypervisor. This OS-level isolation is what enables lightweight Docker containers. Application Packaging Before Docker’s release in 2013, Cloud Foundry was a widely used open-source PaaS platform. Many companies adopted Cloud Foundry to build their own PaaS offerings. Compared to IaaS, PaaS improves developer experience by handling deployment and application runtimes. Cloud Foundry provided these key advantages: Avoiding vendor lock-in - applications built on it were portable across PaaS implementations. Support for diverse infrastructure environments and scaling needs. Comprehensive support for major languages like Java, Ruby, and Javascript, and databases like MySQL and PostgreSQL. A set of packaging and distribution tools for deploying applications Cloud Foundry relied on Linux containers under the hood to provide isolated application sandbox environments. However, this core container technology powering Cloud Foundry was not exposed as a user-facing feature or highlighted as a key architectural component.  The companies offering Cloud Foundry PaaS solutions overlooked the potential of unlocking containers as a developer tool. They failed to recognize how containers could be transformed from an internal isolation mechanism to an externalized packaging format. Docker became popular by solving two key PaaS packaging problems with container images: Bundling the app, configs, dependencies, and OS into a single deployable image Keeping the local development environment consistent with the cloud runtime environment The diagram below shows a comparison. This elegantly addressed dependency and compatibility issues that plagued PaaS. But Cloud Foundry did not adapt to support Docker images fast enough. This allowed Docker images to proliferate in the cloud computing environment. From Docker to Kubernetes Docker won early popularity because it innovated in application packaging and deployment. Its initial success was largely due to this novel method of isolating applications in lightweight containers. As Docker's popularity grew, the company sought to expand its offerings beyond containerization. It ventured to expand into a full PaaS platform. This led to the development of Docker Swarm for cluster management and the acquisition of Fig (later Docker Compose) to enhance orchestration capabilities. Docker’s aspirations caught the attention of some tech giants. Companies like Google, RedHat, and other PaaS companies wanted in on this hot new technology. Let’s see what happened between 2013 and 2018 with the diagram below: Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

  ---

  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 9 Nov 2023

• [Online Workshop] Dashboard Techniques to Visualise System and Business Performance

  New Relic

  Register for this free online workshop on 23rd November at 10 AM GMT/ 11 AM CET to learn about dashboard design strategies, accessing best in class templates, and get hands-on creating powerful charts and writing NRQL queries for visualizing trends, and correlating different data sets. In this hands-on workshop, you’ll get to elevate your dashboard skills to help visualize systems, business performance, and make data driven decisions. Prerequisites: There are no prerequisites but we recommend basic familiarity with the New Relic Query Language NRQL or have taken the Practitioner Learning Path on learn.newrelic.com to get most value from this workshop. Register now 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 © 2023 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc Global unsubscribe page.

  

  ---

  by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 9 Nov 2023

• Gen AI is already starting to transform banking. How can leaders take full advantage?

  On Point

  Elements for success with gen AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Banking gets a gen AI boost In the news • Europe’s AI experiment. European banking officials are unleashing generative AI (gen AI) technologies throughout their operations to help workers complete basic tasks, such as compiling financial data, much faster. Still, experts advise that large language models have a ways to go before they might be used for critical activities like setting interest rates. Questions of accuracy and other risks have made some financial leaders slower to embrace gen AI. [FT] • Central banks explore AI. Central banks around the world, including in Europe and the UK, are considering new uses for AI, such as evaluating media content and generating economic forecasts. A European banking executive in September said that large language models could be employed to assess banking documents, provide policy briefings, and improve public statements by putting them into plain language. Those applications are “only the tip of the iceberg,” of what’s possible, the banking leader shared. [NYT] In our experience, depending on the application, gen AI can improve productivity in core corporate and investment bank activities by 30 to 90%. On McKinsey.com • Growth and productivity booster. Corporate and investment banks first adopted AI and machine learning decades ago. Now, with gen AI bursting onto the scene, the technology has huge potential in banking, McKinsey senior partner Jared Moon and coauthors say. For instance, banks can improve their competitiveness in client servicing by using gen AI to create documents that are currently produced by hand. All told, productivity and other benefits could add 9 to 15% to corporate and investment banking operating profits, the McKinsey Global Institute finds. • Streamlining work. Banking leaders are using gen AI across their businesses to connect with clients, develop new products, and save time. In sales and marketing, for example, banks can use gen AI–based tools to compose content such as market recaps and sales documents. One leading investment bank built a gen AI tool to help analysts write first drafts of pitch books; the tool saves analysts about 30% of the time they used to spend creating the sales materials. Consider four elements that should be in place for banks to successfully adopt gen AI at scale. Generate value with gen AI — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:49 - 9 Nov 2023

• Save time and cut costs with Adobe Acrobat.

  Adobe

  Discover how you can boost your ROI.

  Everyday processes, enhanced. Based on a recent study conducted by Pfeiffer Consulting, read this report to discover how you can boost your ROI on Adobe Acrobat. Download Powerful digital document processes are finally within reach. Maximize the investment you’ve made into transforming your workflows by understanding exactly how you can harness Adobe Acrobat in your organisation. In this report, you’ll learn what it takes to: Give your team the right tools to do their best work. Transform routine tasks to accelerate workflows. Save time, cut costs and boost productivity across your entire organisation with Adobe Acrobat. Make the most of Acrobat’s built-in security and compliance features. Read Adobe’s Pfeiffer Report now.   Acrobat's got it.   Adobe and the Adobe logo are either registered trademarks or trademarks of Adobe in the United States and/or other countries. This is not a comprehensive list of all Adobe trademarks. For a full list, refer to the Adobe List of Trademarks. All other trademarks are the property of their respective owners. By clicking on some of the links in this email, you might be redirected to forms that will be pre-populated with your contact information. This is a marketing email from Adobe Systems Software Ireland Limited, 4‑6 Riverwalk, Citywest Business Park, Dublin 24, Ireland. Click here to unsubscribe or send an unsubscribe request to the postal address above. Please review the Adobe Privacy Policy: Australia New Zealand Indonesia Malaysia Philippines Vietnam Singapore India Hong Kong To ensure email delivery, add demand@info.adobe.com to your address book, contacts, or safe sender list. If you have a privacy-related complaint, send it to: privacy@adobe.com View in browser

  

  ---

  by "Adobe Document Cloud" <demand@info.adobe.com> - 09:36 - 8 Nov 2023

• See Sumo Logic at AWS re:Invent in Las Vegas

  Sumo Logic

  Meet us at re:Invent | Sumo Logic booth #789 | Nov 27-30

  

  View in browser Hi Mohammad, AWS re:Invent in Las Vegas is the epicenter of all things cloud, and Sumo Logic looks forward to meeting you there! We were born in the cloud and have partnered with AWS from day one. The Sumo Logic AI-powered SaaS Log Analytics Platform accelerates cloud insights into action. Keep your mission-critical apps reliable and secure, break down silos, foster cross-team collaboration, troubleshoot AWS issues faster than ever, and simplify Dev, Sec and Ops. Stop by booth #789 for swag and to meet your friendly neighborhood Sumo Logic product experts, who are more than happy to demo our latest security and high-speed troubleshooting solutions. To meet up in person, schedule a meeting today. Best, The Sumo Logic Team p.s. Until then, check out the GigaOM Radar Report and read why Sumo Logic was honored three times for SIEM and cloud observability! Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

  ---

  by "Sumo Logic" <marketing-info@sumologic.com> - 08:00 - 8 Nov 2023

• You’ve probably heard of Web3. But what is it, exactly?

  On Point

  Challenges faced by early Web3 adopters ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities World Wide Web 3 In the news • Tools for financial inclusion. In the Global South, many regions contend with wealth inequality and political unrest. Web3-based tools there are providing new means for economic access and financial independence, according to an expert. For instance, a pan-African payment platform handles billions in cryptocurrency transactions, including in stablecoins. One reason for Africa’s embrace of stablecoins is that people want financial stability. There, young people often desire to work for digital assets, which may be more stable in value than local currencies. [Fortune] • Web3-enabled work. From having fixed to flexible schedules and from working in one place to anywhere in the world, people have seen the way they work redefined by the COVID-19 pandemic, digital technologies, and globalization. The transition to distributed, project-based work may expand economic access and the gig economy, tech experts say. Web3 applications and technologies such as blockchain are fueling this change, enabling workers to collaborate directly with clients and colleagues and allowing individuals to truly own their digital work. [HBR] The number of active users of Web3 gaming increased 60% in 2022. On McKinsey.com • Momentum in Web3. Web3 is the idea of a new, decentralized internet built on blockchains, which are distributed ledgers controlled communally by participants. If and when Web3 fully arrives, it will, in theory, signal a new era of the internet, one in which community-run networks control use and access. Interest in Web3 platforms and applications is increasing. In 2022, Web3 technologies netted $62 billion in equity investment, compared with $16 billion in 2018, according to Lareina Yee, chair of the McKinsey Technology Council, and coauthors. • Web3-related challenges. Web3 technologies are already being taken up by tech pioneers. But early Web3 adopters face several challenges. For one thing, Web3 has relatively poor user experience standards when compared with Web2 products, which have been fine-tuned over two decades of development. The utility of Web3 products, such as NFTs, also remains unclear to many consumers and enterprises. Read our McKinsey Explainer to explore three main technologies that support Web3 and some real-world examples. Comprehend Web3 — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:06 - 8 Nov 2023

• Shipping to Production

  Shipping to Production

  

  A book that I have been waiting for a long time is finally out: The Software Engineer's Guidebook, written by Gergely Orosz, a software engineer and author of 'The Pragmatic Engineer Newsletter.' Since the book is out, I contacted Gergely to inquire whether he would be willing to share a chapter with the newsletter audience. To my delight, he kindly agreed. The chapter I've chosen is 'Shipping to Production.' I hope you enjoy it.  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more This is a sneak peek of today’s paid newsletter for our premium subscribers. Get access to this issue and all future issues - by subscribing today. Upgrade to paid Latest articles If you’re not a subscriber, here’s what you missed this month. A Crash Course in Kubernetes Redis Can Do More Than Caching The 6 Most Impactful Ways Redis is Used in Production Systems The Tech Promotion Algorithm: A Structured Guide to Moving Up A Crash Course in DNS To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Shipping to Production ByteByteGo Nov 7 ∙ Preview   READ IN APP   A book that I have been waiting for a long time is finally out: The Software Engineer's Guidebook, written by Gergely Orosz, a software engineer and author of 'The Pragmatic Engineer Newsletter.' Since the book is out, I contacted Gergely to inquire whether he would be willing to share a chapter with the newsletter audience. To my delight, he kindly agreed. The chapter I've chosen is 'Shipping to Production.' I hope you enjoy it. You can check out the book here: The Software Engineer's Guidebook As a tech lead, you’re expected to get your team’s work into production quickly and reliably. But how does this happen, and which principles should you follow? This depends on several factors: the environment, the maturity of the product being worked on, how expensive outages are, and whether moving fast or having no reliability issues is more important. This chapter covers shipping to production reliably in different environments. It highlights common approaches across the industry, and helps you refine how your team thinks about this process. We cover: Extremes in shipping to production Typical shipping processes at different types of companies Principles and tools for shipping to production responsibly Additional verification layers and protections Taking pragmatic risks to move faster Additional considerations for defining a deployment process Selecting an approach 1. EXTREMES IN SHIPPING TO PRODUCTION Let’s start with two “extremes” in shipping to production: YOLO shipping The You Only Live Once (YOLO) approach is used for many prototypes, side projects, and unstable products like alpha/beta versions. It’s also how some urgent changes make it into production. The idea is simple, make a change in production and check if it works in production. Examples of YOLO shipping include: SSH into a production server → open an editor (e.g. vim) → make a change in a file → save the file and/or restart the server → see if the change works. Make a change to a source code file → force land this change without a code review → push a new deployment of a service. Log on to the production database → execute a production query to fix a data issue (e.g. modifying records with issues) → hope this fixes the problem. YOLO shipping is as fast as it gets when shipping a change to production. However, it also has the highest risk of introducing new issues into production because there is no safety net. For products with few to zero production users, the damage done by introducing bugs into production can be low, so this approach is justifiable. YOLO releases are common for: Side projects Early-stage startups with no customers Mid-sized companies with poor engineering practices Resolving urgent incidents at places without well-defined incident handling practices As a software product grows and more customers rely on it, code changes need to go through extra validation before production. Let’s go to the other extreme: a team obsessed with doing everything possible to ship zero bugs into production. Thorough verification through multiple stages This is an approach used for mature products with many valuable customers, where a single bug can cause major problems. This rigorous approach is used if bugs could result in customers losing money, or make them switch to a competitor’s offering. Several verification layers are in place, with the goal of simulating the real world with greater accuracy, such as: Local validation. Tooling for software engineers to catch obvious issues. CI validation. Automated tests like unit tests and linting on every pull request. Automation before deploying to a test environment. More expensive tests such as integration tests or end-to-end tests, before deployment to the next environment. Test environment #1. More automated testing, like smoke tests. Quality assurance engineers might manually exercise the product, running manual tests and doing exploratory testing. Test environment #2. An environment where a subset of real users – such as internal company users or paid beta testers – exercise the product. The environment is coupled with monitoring and the rollout is halted upon sign of a regression. Pre-production environment. An environment in which the final set of validations are run. This often means running another set of automated and manual tests. Staged rollout. A small subset of users get the changes, and the team monitors for key metrics to remain healthy, and checks customer feedback. A staged rollout strategy depends on the riskiness of the change being made. Full rollout. As the staged rollout increases, at some point changes are pushed to all customers. Post-rollout. Issues arise in production, for which monitoring and alerting is set up, and also a feedback loop with customers. If there’s an issue, it’s dealt with by the standard oncall process. We discuss this process more in Part 5: “Reliable software engineering.” A heavyweight release process is used by: Highly regulated industries, such as healthcare, aviation or automotive. Telecommunications providers, where it’s common to have ~6 months of thorough testing of changes before major changes are shipped to customers. Banks, where bugs could cause financial losses. Traditional companies with legacy codebases with little automated testing. These places want to keep quality high and are happy to slow down releases by adding verification stages. 2. TYPICAL SHIPPING PROCESSES Different companies tend to take different steps in shipping to production. Below is a summary of typical approaches, highlighting the variety of processes: Startups Startups typically do fewer quality checks. These companies tend to prioritize moving fast and iterating quickly, and often do so without much of a safety net. This makes perfect sense if they don't have customers yet. As customers arrive, teams need to find ways to avoid regressions and the shipping of bugs. Startups are usually too small to invest in automation, and so most do manual QA – including the founders being the ‘ultimate’ testers, while some places hire dedicated QA folks. As a company finds its product-market fit, it’s more common to invest in automation. And at tech startups that hire strong engineering talent, these teams can put automated tests in place from day one. Traditional companies These places tend to rely more heavily on QAs teams. Automation is sometimes present at more traditional companies, but typically they rely on large QA teams to verify what is built. Working on branches is also common; it's rare to have trunk-based development. Code mostly gets pushed to production on a weekly schedule or even less frequently, after the QA team verifies functionality. Staging and UAT (User Acceptance Testing) environments are more common, as are larger, batched changes shipped between environments. Sign-off is required from the QA team, the product manager, or the project manager, in order to progress the release to the next stage. Large tech companies  These places typically invest heavily in infrastructure and automation related to shipping with confidence. Such investments often include automated tests which run quickly and deliver rapid feedback, canarying, feature flags and staged rollouts. These companies aim for a high quality bar, but also to ship immediately when quality checks are complete, working on trunk. Tooling to deal with merge conflicts becomes important, given that some places can make over 100 changes on trunk per day. For details on QA at Big Tech, see the article How Big Tech does QA. Meta’s core product Facebook, as a product and engineering team, merits a separate mention, because this organization has a sophisticated and effective approach few other companies use. This Meta product has fewer automated tests than many would assume, but on the other hand, Facebook has an exceptional automated canarying functionality, where the code is rolled out through 4 environments, from a testing environment with automation, through one that all employees use, then through a test market that is a smaller geographical region, and finally to all users. At each stage, the rollout automatically halts if the metrics are off. 3. PRINCIPLES AND TOOLS What are principles and approaches worth following for shipping changes to production responsibly? Consider these: Development environments Use a local or isolated development environment. Engineers should be able to make changes on their local machine, or in an isolated environment unique to them. It’s more common for developers to work in local environments. However, places like Meta are shifting to remote servers for each engineer. From the article, Inside Facebook’s Engineering culture: “Most developers work with a remote server, not locally. Starting from around 2019, all web and backend development is done remotely, with no code copied locally, and Nuclide facilitating this workflow. In the background, Nuclide was using virtual machines (VMs) at first, later moving to OnDemand instances – similar to how GitHub Codespaces works today – years before GitHub launched Codespaces.  Mobile development is still mostly done on local machines, as doing this in a remote setup, as with web and backend, has tooling challenges.” Verify locally. After writing the code, do a local test to ensure it works as expected. Testing and verification Consider edge cases and test for them. Which obscure cases does your code change need to account for? Which real-world use cases haven’t you accounted for yet? Before finalizing work on the change, compile a list of edge cases. Consider writing automated tests for them, if possible. At least do manual testing. Coming up with a list of unconventional edge cases is a task for which QA engineers or testers can be very helpful. Write automated tests to validate your changes. After manually verifying your changes, exercise them with automated tests. If following a methodology like test driven development (TDD,) you might do this the other way around by writing automated tests first, then checking that your code change passes them. Another pair of eyes: a code review. With your code changes complete, put up a pull requests and get somebody with context to look at your code changes. Write a clear, concise description of the changes, which edge cases are tested for, and get a code review. All automated tests pass, minimizing the risk of regressions. Before pushing the code, run all the existing tests for the codebase. This is typically done automatically, via the CI/CD system (continuous integration/continuous deployment.)... Keep reading with a 7-day free trial Subscribe to ByteByteGo Newsletter to keep reading this post and get 7 days of free access to the full post archives. Start trial A subscription gets you: An extra deep dive on Thursdays Full archive Many expense it with team's learning budget   Like Comment Restack   © 2023 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

  ---

  by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 7 Nov 2023

• Your invitation: Join New Relic's user meetup in Amsterdam on 16 November

  Hello,

  I’m Harry Kimpel, Principal Developer Relations Engineer at New Relic, and I’d like to invite you to our next user meetup in Amsterdam. Join other local users at 2pm on Thursday 16th November at droog for food, drinks, swag, and of course—data talk. We’ll also wrap up the day with a boat trip along the canal with wine and cheese.

  In this meetup, you’ll learn dev toolchain best practices connecting APM, infrastructure, and logs, in addition to next-gen telemetry: OTel, security and lAST. We’ll also show you around Grok, our new GenAI observability assistant, that translates human speak into queries, and query results into simple explanations. Get the latest on our product roadmap and new releases. There will be multiple giveaways on the day too.

  AGENDA

  • 2:00pm: Arrival, networking, and refreshments
  • 2:30pm: What’s new and what’s next in observability
  • 3.00pm: Data talks
  • Convergence: security and IAST
  • Connected: Dev toolchain: APM, infra and logs
  • Next Gen Telemetry - OTel
  • AI: New Relic generative AI and Grok
  • 4:00pm: NRQL function of the day
  • 4:15pm: All your questions answered by our experts
  • 4:30pm: Enjoy a boat trip with cheese and wine along the canal

  Register Now

  Share this invitation with your colleagues. Everyone is welcome.

  We look forward to seeing you there!

  Best regards,
  Harry Kimpel,
  Principal Developer Relations Engineer, EMEA
  

  

  View this online · Unsubscribe

  
  

  

  This email was sent to info@learn.odoo.com. If you no longer wish to receive these emails, click on the following link: Unsubscribe

  ---

  by "Harry Kimpel" <emeamarketing@newrelic.com> - 04:05 - 7 Nov 2023

• Innovative growers: A view from the top

  Invest productively ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about McKinsey’s Strategy & Corporate Finance Practice New from McKinsey Quarterly Innovative growers: A view from the top McKinsey research shows that a focus on aspiration, activation, and execution can help companies out-innovate and outgrow peers. Invest productively Related Reading Choosing to grow: The leader’s blueprint  The triple play: Growth, profit, and sustainability  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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 12:39 - 7 Nov 2023

• Competition is fierce. How can consumer companies ‘rewire’ their enterprises to grow?

  On Point

  What high-performing operating models do ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities How consumer companies outcompete In the news • Freebies. Since digital marketing can be expensive, many companies are relying on a tried-and-true method—passing out free samples—to get their products in front of consumers. By offering Halloween cookies, locally made cashew butter, and other items throughout stores in the US, brands that have exhausted their online marketing opportunities can gain exposure to new customers, an expert says. One global snack company hands out free samples of seasonal items to make consumers aware of new products such as holiday-themed desserts. [Bloomberg] • Price pressures. For years, consumer goods companies have struggled to absorb the rising costs of materials, transportation, and labor. Passing along some of those outlays helped companies cope with surging expenses. Now, as cost pressures moderate, leaders and investors are asking if continued price increases are necessary. After one French grocery chain recently placed price warnings on food products like chocolate and tea, consumer companies might confront increased calls for them to reduce prices throughout Europe. [Reuters] In our survey of retail and consumer goods employees, 65% have recently begun to pilot agile ways of working, but only 10% have rolled them out across the organization. On McKinsey.com • Harder choices. Leaders of consumer companies are navigating economic uncertainty, a tough labor market, and geopolitical conflicts—all while consumers keep changing their habits and preferences. Today’s business leaders face harder choices, McKinsey partner Shaun Callaghan and coauthors explain. They can no longer focus on either growth or profitability; shareholders demand both. Digital technologies are becoming essential to every part of the business. Furthermore, with competition stiffening, companies should be both local and global. • Operating-model makeover. Most consumer leaders recognize that their traditional operating model isn’t nimble enough. A high-performing consumer enterprise’s organizational structure should advance key priorities, with the consumer/customer at the center. Our Voice of Consumer Organizations Survey found that 90% of respondents at high-performing companies have a solid understanding of their organizations’ North Star strategic priorities. Discover how consumer leaders can “rewire” their enterprises to enable superior growth and innovation. Outrun the competition — Edited by Belinda Yu, editor, Atlanta Introducing Insights to Impact Be among the first to subscribe to this free newsletter delivering a weekly roundup of analysis that’s influencing decision makers. Each Friday, we’ll offer insights across geographies, industries, and capabilities to help leaders identify new opportunities to spur innovation and growth, sustainably. Click to subscribe Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking 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 On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:06 - 6 Nov 2023

• Last Chance! API Management Best Practices [Webinar]

  SmartBear

  SmartBear recognized in 2023 Gartner® Magic Quadrant ™

  VIEW IN BROWSER Hi Abul, Understanding the complex API landscape and determining the right tools and resources for creating high-quality APIs can be a challenging task. That's why we'd like to invite you to our upcoming webinar, where we'll discuss our placement in the Gartner® Magic Quadrant™ as a Visionary and how we're addressing your evolving needs to deliver top-notch API management tools. In this webinar, we will dive into the following topics: · The evolution to a gateway-agnostic API management strategy (aka "the great unbundling") · Understanding the crucial role of internal and external API management · A sneak peek into what’s coming from SmartBear in 2024   Register Now   Abby Myers Growth Marketing SmartBear

  This email was sent to info@learn.odoo.com by SmartBear Software, 450 Artisan Way, Somerville, MA. 02145, 617684.2600, www.smartbear.com. We hope you found this email of interest. However, we value your privacy. If you do not wish to receive future correspondence from us, please click here to manage email preferences.   VISIT SMARTBEAR.COM   |   UNSUBSCRIBE   |   VIEW IN BROWSER

  

  ---

  by "SmartBear API Team" <api-lifecyle-team@smartbearmail.com> - 09:44 - 6 Nov 2023

• School Bus Tracking Software Equipped with Top-Notch Features to Safe Guard Students

  School Bus Tracking Software Equipped with Top-Notch Features to Safe Guard Students

  Get a 360-degree view of student attendance, pickups/drops, safety, driving patterns, routes, delays, etc.

  Download E-book Our advanced school bus tracking software is designed to be user-friendly and cost-effective, making it an excellent choice for managing school bus operations. Different Users Different apps Key Features Provide school buses with advanced tools to reduce workload and increase productivity. Get a Demo www.uffizio.com info@uffizio.com +91-7285855104 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

  ---

  by "Uffizio Software Technologies Pvt Ltd" <sunny.thakur@uffizio.com> - 07:00 - 6 Nov 2023