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• Asia is center stage as the world enters a new era. What challenges may the region face?

  On Point

  A changing world order ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Ascendent Asia In the news • Asian integration. The past several decades have seen Asia becoming the world’s center for manufacturing, with millions of people rising out of poverty and some becoming wealthy. Asia’s growth in manufacturing has promoted intraregional trade, and the ties that bind Asian countries are likely to strengthen. Asians are investing fervently in the region. In 2021, they held nearly 60% of Asia’s foreign direct investment stocks. Stronger financial relationships, however, don’t necessarily beget political interconnectedness. [Economist] • ‘Impossible to ignore’ India. India is becoming a destination for international investment banks as they expand their businesses in the region and finance a new hub of global prosperity, senior banking executives say. As India’s economy continues to grow and friction rises between Eastern and Western countries, multinational companies are increasingly seeing India as an attractive area to pursue growth and are leaning on international banks to aid dealmaking. One UK-based bank earns over $1 billion in annual profits in India. [FT] Asia accounts for more than 40% of the world’s 3,000 top technology-related companies’ share of global revenue, R&D spending, and patents. On McKinsey.com • Asia’s new era. Over the past 30 years, Asia’s economies have surged to global prominence. Home to 56% of the world’s middle-class households, Asia accounted for 57% of global GDP growth between 2015 and 2021. This position of strength gives Asia an opportunity to influence and shape a new era for its own economies and for the world, Gautam Kumra, chairman of McKinsey’s offices in Asia, and coauthors explain. Yet by being center stage, the region will likely face a heightened version of the world’s new global challenges. • A more complex world. One of the key features of the Era of Markets (1989–2019) was its unipolar structure, with one major power at its center and one widely accepted set of rules. That world is morphing into a more complex, multipolar one in which politics and rivalry loom larger. Major Asian economies, such as China, India, and Japan, are now considerable new centers of economic power. See the full McKinsey Global Institute report, Asia on the cusp of a new era, to understand critical challenges Asia will face across five domains. Grasp Asia’s future challenges — 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 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:06 - 2 Oct 2023

• Gen AI skills are in short supply. Is your organization prepared?

  Brush up your skills ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities Generative AI (gen AI) has caught the public’s fancy, but not everyone may be comfortable using the technology in the workplace. Research shows that many employees believe they lack the skills to use gen AI safely and effectively—and expect their organizations to provide those skills. While initiatives to reskill and upskill workers have been on the corporate agenda for years, the advent of gen AI brings a new urgency to these efforts. Organizations may need to consider revving up their skill-building programs as both employers and employees learn to adapt to this powerful new technology. AN IDEA Go into detail While gen AI may not necessarily eliminate human jobs, it will make them different. “Gen AI applications will have unprecedented effects on organizations’ approaches to talent management,” observe McKinsey’s Sandra Durth, Bryan Hancock, Dana Maor, and Alex Sukharevsky in an article on how business leaders need to prepare their organizations for a gen AI-driven future. For example, deploying gen AI to take over a task could diminish the mentorship and learning opportunities that were previously inherent in that task. Leaders may need to be exceptionally hands-on when it comes to training employees—and themselves—on using gen AI in day-to-day work. “It’s not a one-and-done process,” caution the McKinsey experts. “Leaders will need to continually assess how and when tasks are performed, who is performing them, how long tasks typically take, and how critical different tasks are.” A BIG NUMBER 87 That’s the percentage of respondents to a McKinsey survey who said their organizations had skill gaps or expected to face them in the next five years—before gen AI burst onto the scene. With gen AI, automation will likely take over tasks accounting for 30 percent of the hours worked in the US economy by 2030, up from 21.5 percent without it. Our respondents expect data analytics and mathematical skills—critical to working with smart technologies—to be in particularly short supply over the next few years. Many organizations are tackling this challenge through hiring and employee skill building, the two most common tactics to match skills to needs. A QUOTE “The underpinnings of generative AI systems are appreciably more complex than most traditional AI systems.” That’s from a new McKinsey article on seizing opportunities in the gen AI value chain. The time, cost, and in-house skills required to deploy gen AI technology for large-scale value creation may be challenging for new entrants and small companies. For example, developing foundation models—the heart of gen AI—requires deep expertise. But fine-tuning an existing model “requires less data, costs less, and can be completed in days, putting it within reach of many companies,” note the article’s authors. “Companies that use specialized or proprietary data to fine-tune applications can achieve a significant competitive advantage over those that don’t.” A SPOTLIGHT INTERVIEW Partnerships between the federal government and educational institutions may be an effective way to build workforce skills for gen AI roles, suggests McKinsey senior partner Kweilin Ellingrud in an episode of The McKinsey Podcast. With an estimated 12 million occupational transitions potentially taking place between now and 2030—especially in lower-wage jobs—workers will need “a lot of reskilling, upskilling, and support” to adapt, she says. McKinsey partner Saurabh Sanghvi adds that “there’s a huge role that employers can play in this.” In addition to hiring for skills rather than degrees, organizations could view occupational shifts as “a real opportunity to think about pipelines and pathways,” he says. “Everybody is learning about these new technologies. Everybody needs to upskill. Companies can really think about opportunities to hire from within instead of externally for an open role.” IT’S NO JOKE Gen AI can do many things, but good judgment may still be a people thing. Despite their entertainment value, gen AI’s quirks and inaccuracies may not be amusing in “real” work output. For example, a newspaper’s chatbot-written sports articles and another news outlet’s AI-generated stories have sparked outrage on social media. “The accuracy and reliability of AI-generated content will only be as good as the data sets that are used to train the gen AI algorithms,” notes McKinsey’s Michael Korn, suggesting that leaders set up knowledge management programs “for ensuring that the curated data sets upon which gen AI functionality is built are up to date and relevant.” Lead skillfully. — Edited by Rama Ramaswami, senior editor, New York Follow our thinking Out now: New issue of McKinsey Quarterly Sign up for a free membership to start reading the digital version of McKinsey Quarterly. The latest issue focuses on transformation in a time of disruption. Start reading  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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 01:06 - 2 Oct 2023

• How are today’s CFOs navigating top threats to growth?

  On Point

  Our latest McKinsey Global Survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Hail to the (finance) chief In the news • CFOs’ AI considerations. To improve productivity and compete with rivals, CFOs are incorporating generative AI into their companies’ accounting practices. But as finance leaders experiment with the technology, some are concerned about safeguarding sensitive information and maintaining accuracy in financial functions. CFOs should know that AI-based tools’ assumptions might be incorrect, so they must comprehend how the technology arrives at a decision and be able to explain it to others, a legal expert says. [WSJ] • Strengthening resilience. Businesses confront continual disruption, with some shocks yet to be imagined. To grow in this era requires resilience: the ability to respond quickly to changes in the market, anticipate problems, and balance short-term growth with longer-term objectives, according to some of India’s leading CFOs. Technology can help bolster those skills. When assessing digital platforms for use, companies should look for flexible, upgradable technology that can be widely adopted, advises one leader. [Economic Times] Just 12% of surveyed CFOs report that most of their organizations’ finance employees have change management skills. On McKinsey.com • CFOs’ balancing act. CFOs today face daunting challenges. As effective finance leaders navigate threats to their companies’ growth, they state that they toggle continually between offensive and defensive considerations while addressing priorities such as capability building, McKinsey partner Ankur Agrawal and coauthors share. While finance chiefs report having spent most of their time in the past year managing financial risks, nearly three in ten also prioritized future growth, the latest McKinsey Global Survey on the CFO role reveals. • New-business building. The survey also finds that CFOs expect profound changes in their organizations to bolster resilience and capitalize on market opportunities in the year ahead. Fully 55% of surveyed finance leaders say their organizations will build a new business in the next year to create new revenues. Respondents who say their organizations outperform their competitors expect changes that are long-term strategic moves, such as engaging in M&A. See two key areas that CFOs are focusing on as they seek to build organizational resilience. Discover CFO perspectives — 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 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:07 - 1 Oct 2023

• Adopting activist leadership, speaking with confidence, and shattering DEI misconceptions

  Readers & Leaders

  A new season for new ideas ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND With the onset of autumn in the Northern Hemisphere, the spirit of renewal is in the air. In this edition of Readers & Leaders, experts outline bold, new approaches to tackling familiar challenges, such as leadership, communication, inclusion, and sustainability.  In her Author Talks interview, Brunswick Group partner Lucy Parker makes the case for a new kind of leadership in business: activist leadership. To be a successful leader, she says, you must deliver financial value hand in hand with social value. In other featured interviews, Matt Abrahams, lecturer at Stanford Graduate School of Business and host of the Think Fast, Talk Smart podcast, offers tips for speaking confidently in spontaneous situations; Netta Jenkins, CEO of Aerodei, shares how misconceptions about diversity, equity, and inclusion (DEI) can reduce both employee productivity and retention; and Siddarth Shrikanth, climate investor and McKinsey alumnus, brings the biodiversity crisis to the forefront. For more fresh perspectives, order Power to the Middle, by McKinsey partners Bryan Hancock and Emily Field and senior partner emeritus Bill Schaninger, for a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers.  IT BEARS REPEATING “To deliver social value today, you actually need an activist mindset. That means addressing the issue in the world that you are intrinsically involved with, because of the nature of your business, the footprint of your business. It means asking yourself what are we to that issue, and what is that issue to us?” —Lucy Parker, Brunswick Group partner, in Author Talks: How you can future-proof your business for sustainable, long-term growth. IN CASE YOU MISSED IT Matt Abrahams on why spontaneous speaking doesn’t have to make you shake in your shoes: “One of the things that happens when we speak spontaneously is that many of us are uncovering what we want to say while we are saying it. That leads us to speak more than we need to. Being concise, clear, and focused is key.” Watch the full interview. Netta Jenkins explains why shortfalls in inclusion efforts can impact your company’s bottom line: “Inclusion is about identifying the privilege and power that you hold, and sharing it with those around you. And if we got better at that very basic level and implemented that within the workplace—and then allowed and equipped employees with the tools to do the same—we would see a lot more change.” Watch the full interview. Siddarth Shrikanth makes a new case for strengthening our connection to nature: “It can be as simple as creating space for nature wherever you live, getting involved in activism, and volunteering, just the things that build connection. There’s both the systemic piece that we can be a part of and the individual piece in our own lives that is increasingly powerful in a world where we feel so dislocated.” Watch the full interview. BUSINESS BESTSELLERS TOP 8 It’s time to fall into the new season with a good book. Check out this month’s list of business bestsellers in a number of categories, prepared exclusively for McKinsey by Circana. Explore the full selection on McKinsey on Books. BUSINESS OVERALL Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) DECISION MAKING Blink: The Power of Thinking without Thinking by Malcolm Gladwell (Hachette Book Group) ECONOMICS Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Stephen J. Dubner and Steven D. Levitt (HarperCollins Publishers) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE Be Better Than Your BS: How Radical Acceptance Empowers Authenticity and Creates a Workplace Culture of Inclusion by Risha Grant (Random House) DIVERSITY & INCLUSION Poverty, by America by Matthew Desmond (Random House) SUSTAINABILITY Environment and Society: A Critical Introduction by John Hintz, Sarah A. Moore, and Paul Robbins (John Wiley & Sons) BOOKMARK THIS Experience the digital McKinsey Quarterly Explore Rewired: Winning with digital and AI and other recent editions of our flagship publication—yours with a free digital Quarterly membership. Start reading  The McKinsey Crossword: What the L? 37-Down: I Love Lucy character Ethel Mertz, for one. Can you solve it? Play now If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@McKinsey.com. Due to the high volume of requests, we will respond only to those being considered. — Edited by Emily Adeyanju, an editor in McKinsey’s Charlotte office 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 Readers & Leaders newsletter. Manage subscriptions | Unsubscribe Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 03:55 - 1 Oct 2023

• The week in charts

  The Week in Charts

  Global disability data, trends in packaged goods, 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 global disability data, trends in packaged goods, investing roles’ gender parity, connected-car safety, and machinery M&A strategies. FEATURED CHART A shortfall in disability data See more This week’s other select charts Unpacking packaging trends Decades away from gender parity  Safety first A surge in machinery M&A  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

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:56 - 30 Sep 2023

• Sessions, Tokens, JWT, SSO, and OAuth in One Diagram

  Sessions, Tokens, JWT, SSO, and OAuth in One Diagram

  

  This week’s system design refresher: Software Engineer Promo is SUPER easy - DO THIS (Youtube video) Explaining Sessions, Tokens, JWT, SSO, and OAuth in One Diagram Most Used Linux Commands Map How do we transform a system to be Cloud Native? CRUD System vs. Event Sourcing  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	Forwarded this email? Subscribe here for more Sessions, Tokens, JWT, SSO, and OAuth in One Diagram ByteByteGo Sep 30   READ IN APP   This week’s system design refresher: Software Engineer Promo is SUPER easy - DO THIS (Youtube video) Explaining Sessions, Tokens, JWT, SSO, and OAuth in One Diagram Most Used Linux Commands Map How do we transform a system to be Cloud Native? CRUD System vs. Event Sourcing Free tickets to P99 CONF - 60+ low-latency engineering talks (Sponsored) P99 CONF is the technical conference for anyone who obsesses over high-performance, low-latency applications. Engineers from Netflix, Google, Meta, Twitter, TikTok, Uber  + more will be sharing 60+ talks on topics like Rust, Go, Zig, distributed data systems, Kubernetes, edge, and AI/ML.  Join 15K of your peers for an unprecedented opportunity to learn from experts like Gwen Shapira, Bryan Cantrill, Jens Axboe, Avi Kivity, Jon Haddad, Armin Ronacher, Liz Rice & more – for free, from anywhere.  GET YOUR FREE TICKET Bonus: Registrants are eligible to win 500 free swag packs and get 30-day access to the complete O’Reilly library & learning platform, plus free digital books. Software Engineer Promo is SUPER easy - DO THIS Explaining Sessions, Tokens, JWT, SSO, and OAuth in One Diagram Understanding these backstage maneuvers helps us build secure, seamless experiences. How do you see the evolution of web session management impacting the future of web applications and user experiences? Latest articles If you’re not a subscriber, here’s what you missed this month. A Crash Course in DNS A Crash Course in Redis Why is Kafka so fast? How does it work? How to Choose a Message Queue? Kafka vs. RabbitMQ Why Do We Need a Message Queue? To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Most Used Linux Commands Map File and Directory Management File Viewing and Editing Process Management System Information User and Group Management Network Configuration and Monitoring Package Management Over to you: Which command category did you use the most in your daily Linux tasks? Guest post by Govardhana Miriyala Kannaiah How do we transform a system to be Cloud Native? The diagram below shows the action spectrum and adoption roadmap. You can use it as a blueprint for adopting cloud-native in your organization. For a company to adopt cloud native architecture, there are 6 aspects in the spectrum: Application definition development Orchestration and management Runtime Provisioning Observability Serverless Over to you: Where does your system stand in the adoption roadmap? Reference: Cloud & DevOps: Continuous Transformation by MIT Redrawn by ByteByteGo What is Event Sourcing? The diagram below shows a comparison of normal CRUD system design and event sourcing system design. We use an order service as an example. The event sourcing paradigm is used to design a system with determinism. This changes the philosophy of normal system designs. How does this work? Instead of recording the order states in the database, the event sourcing design persists the events that lead to the state changes in the event store. The event store is an append-only log. The events must be sequenced with incremental numbers to guarantee their ordering. The order states can be rebuilt from the events and maintained in OrderView. If the OrderView is down, we can always rely on the event store which is the source of truth to recover the order states. Let's look at the detailed steps. Non-Event Sourcing Steps 1 and 2: Bob wants to buy a product. The order is created and inserted into the database. Steps 3 and 4: Bob wants to change the quantity from 5 to 6. The order is modified with a new state. Event Sourcing Steps 1 and 2: Bob wants to buy a product. A NewOrderEvent is created, sequenced, and stored in the event store with eventID=321. Steps 3 and 4: Bob wants to change the quantity from 5 to 6. A ModifyOrderEvent is created, sequenced, and persisted in the event store with eventID=322. Step 5: The order view is rebuilt from the order events, showing the latest state of an order. Over to you: Which type of system is suitable for event sourcing design? Have you used this paradigm in your work? 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

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 30 Sep 2023

• Top 10 articles this quarter

  McKinsey&Company

  At #1: McKinsey Technology Trends Outlook 2023 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   For direct answers to complex questions, check out McKinsey Explainers. Top Ten │ Third Quarter 2023 Our top ten insights this quarter look at the rapid adoption of gen AI tools, a new approach to measuring software developer productivity, and more. At No. 1, an interactive from Michael Chui, Mena Issler, Roger Roberts, and Lareina Yee presents analysis by the McKinsey Technology Council on the most significant technology trends unfolding today. 1. McKinsey Technology Trends Outlook 2023 Which technology trends matter most for companies in 2023? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Get up to speed  2. The state of AI in 2023: Generative AI’s breakout year As organizations rapidly deploy generative AI tools, survey respondents expect significant effects on their industries and workforces. Dive into the findings  3. Generative AI and the future of work in America Which jobs will be in demand? Which ones are shrinking? And which ones could be hardest to fill? Look ahead  4. Yes, you can measure software developer productivity Measuring, tracking, and benchmarking developer productivity has long been considered a black box. It doesn’t have to be that way. Get started  5. What’s the future of generative AI? An early view in 15 charts Generative AI has hit the ground running—so fast that it can feel hard to keep up. Here’s a quick take pulled from our top articles and reports on the subject. Stay up to date  6. Empty spaces and hybrid places: The pandemic’s lasting impact on real estate Real estate in the world’s superstar cities has not kept up with shifts in behavior caused by the pandemic. The cities’ vibrancy is at risk, and they will have to adapt. Explore the full report  7. Some employees are destroying value. Others are building it. Do you know the difference? More than half of employees report being relatively unproductive at work. New research into six types of employees shows how companies can re-engage workers while amplifying the impact of star performers. Address the challenge  8. Digital and AI transformation’s new playbook Chatbots, cloud computing, generative AI—a company’s digital transformation has never been more paramount. Are you rewired to win? Dive deeper  9. Four essential questions for boards to ask about generative AI Boards are responsible for how generative AI is used at the companies they oversee. Asking company leaders the right questions will help unlock the technology’s value while managing its risk. Ask the right questions  10. Tackling healthcare’s biggest burdens with generative AI Disparate sources of unstructured data, which abound in healthcare, are now assets to power generative AI. Here’s how private payers and healthcare systems can use the technology to deliver care. Understand the potential  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 © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 10:15 - 30 Sep 2023

• Redefining the frontline manager

  Bring your frontline leaders to the forefront ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 | September 2023 Redefining the frontline manager Frontline managers are responsible for an outsize proportion of companies’ workforces—nearly two-thirds—yet they are often hobbled under the weight of administrative work, endless meetings, and various nonmanagerial tasks such as traveling or training. All this has them operating like cogs in a machine and keeps them from their most crucial role: managing the front line. And that comes at a cost to companies, including low employee morale and a working environment where there’s not much encouragement to make improvements. Best-practice companies are redefining the role of the frontline manager, empowering these leaders with more decision-making ability, greater flexibility to address problems and implement solutions, and more time devoted to coaching their workers. “In difficult economic times,” the authors of this McKinsey classic wrote, “making employees more productive is even more crucial than it is ordinarily.” Nearly a decade and a half later, today’s frontline managers are finding themselves in similarly volatile times, with ever-shifting hybrid work environments and ever-demanding omnichannel operations. To learn more about how to turn your frontline managers into winning leaders and your front line into winning workers, read our 2009 classic “Unlocking the potential of frontline managers.” — Drew Holzfeind, editor, Chicago From cog to coach Related Reading Race in the workplace: The frontline experience  Investing in middle managers pays off—literally The frontline experience  Did You Miss Our Previous McKinsey Classics? The CFO’s guide to digitizing the finance function The CFO is increasingly becoming a key figure in a company’s digital initiatives. Success will mean fully understanding the digital change effort, reengineering processes as needed, and thoughtfully managing the resulting disruption. Capture the AI potential  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

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  by "McKinsey Classics" <publishing@email.mckinsey.com> - 07:15 - 30 Sep 2023

• Sustainable and inclusive growth: What today's global disruption means for Asia

  Get updated ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey & Company Sustainable and inclusive growth: A weekly briefing Growing influence for Asia could come paired with heightened challenges. Our weekly digest of insights explores that topic and more. Get updated Related Reading Asia on the cusp of a new era  Been there, doing that: How corporate and investment banks are tackling gen AI  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

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:39 - 29 Sep 2023

• Would you give up the perks of a permanent job?

  On Point

  Why people choose independent work ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 growing gig economy In the news • Distress-driven employment. Self-employment was behind women’s increased workforce participation in India, a report by Azim Premji University, based in Bangalore, has found. From 2018 to 2022, women’s self-employment rose 14 percentage points to reach roughly 65%, according to the study. Although more women became self-employed, that growth was likely due more to the economic distress of households, rather than the expansion of India’s economy, the report revealed. [Reuters] • Contractual obligations. From the rise of the gig economy to the proliferation of flexible work models, there’s no end to the evolution of the world of work. One consequential change in the workplace is the growing use of contracts to govern relationships between employers and workers, according to a Wharton Business School professor. Roughly a third of the workforce in the average US company—including, perhaps, staffers who empty the bins, fix broken computers, and serve lunch—are now contract workers. [WaPo] Sixty-two percent of independent workers surveyed would prefer a more stable form of employment as a permanent or noncontract employee. On McKinsey.com • Freelance nation. Beyond the traditional 9-to-5 job, there’s a bustling workforce of people engaged in freelance and side-hustle work. McKinsey’s American Opportunity Survey recently found that 36% of employed respondents—the equivalent of 58 million Americans—identify as independent workers, McKinsey Global Institute director Kweilin Ellingrud and colleagues explain. People pursue freelance work for a number of reasons, including out of necessity, for the flexibility and autonomy it offers, and because they enjoy the work. • Income and identity. A third of employed respondents report earning more than $150,000 per year, a category that may include accountants, lawyers, and other specialists. Most respondents, however, indicate that they earn less. Although independent work cuts across all ages, education levels, and incomes, freelance work tends to skew toward younger workers and those with lower incomes. See our McKinsey Explainer on the gig economy to understand what the shift toward independent work means for employers. Learn what motivates gig workers —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 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:06 - 29 Sep 2023

• เข้าร่วมการสัมมนาผ่านเว็บเรื่องนวัตกรรมแนวทางสู่ความยั่งยืน

  Schneider Electric

  Addressing the Green Action Gap   >ดูออนไลน์     โซลูชันความยั่งยืนที่ปฏิบัติได้จริงเพื่อ ความสำเร็จทางธุรกิจของคุณ   เรียนAbul ในขณะที่ธุรกิจต่างๆ มุ่งมั่นที่จะบรรลุเป้าหมายการปล่อยก๊าซสุทธิเป็นศูนย์ภายในปี 2050 พบว่าความกดดันในการลดการปล่อยก๊าซเรือนกระจก (GHG) ที่พวกเขาต้องเผชิญเพิ่มขึ้นอย่างมีนัยสำคัญ แบบ สำรวจความยั่งยืนของชไนเดอร์ อิเล็คทริคปี 2023 เน้นย้ำว่าบริษัทต่างๆ ในเอเชียตระหนักถึง ความสำคัญของเป้าหมายด้านความยั่งยืน แต่ยังเผชิญกับอุปสรรคในการดำเนินการ เข้าร่วมการสัมมนา ผ่านเว็บของเราเพื่อค้นพบโซลูชันที่สามารถนำไปปฏิบัติได้ซึ่งช่วยลดช่องว่างนี้ อำนวยความสะดวกใน การเปลี่ยนแปลงที่ประสบความสำเร็จและยั่งยืนโดยไม่ต้องเสียสละความสำเร็จทางธุรกิจ ค้นพบประโยชน์ของการบูรณาการความยั่งยืนที่เข้ากับธุรกิจของคุณ เชื่อมช่องว่างระหว่างเป้าหมายด้านความยั่งยืนและการดำเนินการ รับข้อมูลเชิงลึกจากความเชี่ยวชาญของ Schneider Electric ในด้านการลดการปล่อยคาร์บอน สำรวจโซลูชันความยั่งยืนที่ปรับแต่งตามความต้องการเฉพาะของคุณและนำไปปฏิบัติได้จริง เข้าร่วมกับเราและเสริมพลังให้ธุรกิจของคุณเติบโตอย่างยั่งยืนพร้อมทั้งมีส่วนร่วมในการบรรเทาการ เปลี่ยนแปลงสภาพภูมิอากาศ   ลงทะเบียนตอนนี้       9:00 - 10:00 น.   วันพฤหัสบดีที่ 12 ตุลาคม 2566     Webex Application   การสัมมนาผ่านเว็บโฮสต์บนแอปพลิเคชัน Webex     Add to Calendar       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric, All Rights Reserved. Schneider Electric trademarks are owned by Schneider Electric or its affiliated companies in the United States and other countries. All other trademarks are property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 11:01 - 28 Sep 2023

• A Crash Course in DNS (Domain Name System)

  A Crash Course in DNS (Domain Name System)

  

  What if you woke up tomorrow and could no longer access websites by typing names like google.com or espn.com? Instead, you had to memorize and type a series of numbers just to get online - 172.217.16.206 to check Gmail or 199.181.132.250 to read sports news. Internet browsing would become extremely tedious overnight!  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	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 Redis Why is Kafka so fast? How does it work? How to Choose a Message Queue? Kafka vs. RabbitMQ Why Do We Need a Message Queue? Database Indexing Strategies - Part 2 To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid A Crash Course in DNS (Domain Name System) ByteByteGo Sep 28 ∙ Preview   READ IN APP   What if you woke up tomorrow and could no longer access websites by typing names like google.com or espn.com? Instead, you had to memorize and type a series of numbers just to get online - 172.217.16.206 to check Gmail or 199.181.132.250 to read sports news. Internet browsing would become extremely tedious overnight! Luckily, this internet nightmare scenario will never happen as long as DNS keeps running smoothly in the background. DNS, short for Domain Name System, is the essential service that saves us from the huge hassle of memorizing numeric IP addresses. It efficiently matches easy-to-remember domain names with their corresponding IP addresses so we can browse seamlessly. In this article, we explore the intricate workings of this crucial internet backbone. DNS: The Internet’s Address Book DNS is a distributed and hierarchical system that acts as the internet's address book. It translates domain names into IP addresses to facilitate efficient communication between devices across the globe. The primary purpose of DNS is to provide a convenient way for users to access websites and resources using easily memorable domain names, while computers and servers use IP addresses for communication behind the scenes. The DNS is implemented as an Application layer service. It is implemented by the servers that sit at the network edge rather than routers and switches inside the network. This reflects the internet design philosophy of keeping the network core simple and putting complexity at the network’s edge. Key Services Provided by DNS DNS provides a number of different services to facilitate the functioning of the Internet. Here is a mind map of the services provided by DNS. We are going to describe some of the most vital services of DNS below: Host-to-IP address mapping DNS maintains a database of domain names and their corresponding IP addresses. This mapping is essential for devices to locate each other on the internet. For instance, consider the domain name "www.bytebytego.com." Host-to-IP address mapping involves determining the IP address associated with this domain, such as "172.67.21.11". Host aliasing DNS supports a feature commonly known as host aliasing, enabled through CNAME (Canonical Name) records. This allows a single IP address or primary domain name to be associated with multiple domain name aliases. For example, let's consider the primary domain "bytebytego.com". You might want your website to be accessible not just via "bytebytego.com", but also through various aliases like "www.bytebytego.com", "web.bytebytego.com", and "blog.bytebytego.com". By setting up appropriate CNAME records in DNS, all these aliases can point to the primary domain "bytebytego.com". As a result, users can access your website using any of these domain names, all leading to the same destination IP address. Email Routing DNS plays a crucial role in email routing through MX records. These records allow a domain to specify which mail servers are responsible for receiving email messages on its behalf. This mechanism enables flexibility in email configurations. For example, let's say the primary mail server designated to receive emails for the "bytebytego.com" domain is "mail.bytebytego.com". You might want to have specific email addresses, such as those ending in "@sales.bytebytego.com" or "@support.bytebytego.com", yet still direct all incoming mail for these addresses to the "mail.bytebytego.com" server. By configuring MX records appropriately, emails sent to any of these addresses will route to the designated primary mail server. IP-to-host address mapping While DNS is primarily used for translating domain names to IP addresses, it can also perform reverse lookups, translating IP addresses back to domain names. This is useful for security and logging purposes. Load balancing DNS can distribute incoming network traffic across multiple servers by returning different IP addresses in response to the same domain name query. This helps balance the load and improve the performance and reliability of online services. DNS Hierarchy DNS operates as a distributed hierarchical database. The following illustration shows a high-level view of the DNS hierarchy. Root DNS Servers At the top of the DNS hierarchy are the root servers. The root servers are contacted when a server is not actually able to resolve a name. You can think of it as a first point of contact to get the resolution started. Root servers act like the central nervous system of the internet, and as such, security is going to be very important. Much of the infrastructure associated with the root servers is the responsibility of ICANN (Internet Corporation for Assigned Names and Numbers). There are 13 logical root servers around the world, but each of these logical root servers is actually replicated, so corresponding to these 13 logical servers are actually close to a thousand physical servers around the world. Top-Level Domain (TLD) DNS servers Moving down a level from the root servers, we find the TLD (Top-Level Domain) servers and each of the servers in the TLD layer is responsible for resolving one of the addresses that have an ending like .com, .edu, .net, and .org. The Internet Corporation for Assigned Names and Numbers (ICANN) has authority over all TLDs used on the Internet, and it delegates the responsibility of these TLDs to various organizations. For individuals or entities looking to register a new domain under these TLDs, they typically approach Domain Name Registrars, which are accredited entities interfacing with the registries to handle the registration process. Authoritative DNS servers Authoritative servers are the definitive source for domain name resolutions within their specific domain. They store the actual name-to-IP address mappings for a given domain. While various caching mechanisms exist across the internet to speed up domain name resolutions, it's the authoritative servers that provide the correct and final answer when queried. Domain owners or administrators configure their domain's records, but the actual infrastructure—the DNS servers—is often maintained and operated by DNS hosting providers or registrars like Cloudflare, Namecheap, GoDaddy, and others. Recursive DNS Servers (Resolver) Recursive servers handle DNS queries from client devices like computers and smartphones. When a device wants to resolve a domain name, it contacts these servers. Acting on behalf of the client, recursive servers traverse the DNS hierarchy, consulting various DNS servers to determine the IP address associated with a domain name. Once they obtain the answer, they return it to the client. For efficiency, recursive servers often cache responses to avoid repeatedly querying the same information. Check out the illustration below, it shows the placement of some of the main DNS servers inside the pipeline of a DNS query. How DNS Resolution Works There are two main methods of query resolution in DNS: Iterative query resolution Recursive query resolution These methods define how DNS servers interact with each other to find the IP address associated with a given domain name. Here’s a brief overview of each method. Iterative Query Resolution In iterative query resolution, the DNS server receiving the query provides referrals to the querying server, guiding it through the DNS hierarchy. The querying server actively participates in the process by sending subsequent queries based on the referrals received. Let's try to understand the workings of iterative query resolution with the help of an example shown in the illustration below. Suppose the requesting host is making a request to resolve the name bytebytego.com. Here’s how this is going to unfold: The host first sends a query message to the local DNS resolver. The query message contains the hostname to be translated bytebytego.com If the resolver doesn't have the IP address in its cache, it sends a query to a root DNS server. The root DNS server, recognizing the .com suffix, provides a referral to TLD servers responsible for .com The resolver then sends a new query to one of these TLD servers. The TLD server provides a referral to the authoritative DNS server responsible for bytebytego.com. The resolver sends another query to the authoritative DNS server. The authoritative DNS server responds with the IP address of bytebytego.com The DNS resolver caches this IP address and then returns it to the requesting host. Now, the requesting host makes an HTTP request to the IP address of the http://www.bytebytego.com web server. The web server returns the webpage for www.bytebytego.com Recursive Query Resolution In recursive query resolution, the DNS server receiving the query takes on the responsibility of finding the IP address on behalf of the client. It may itself use iterative queries to navigate through the DNS hierarchy until it reaches the authoritative DNS server for the requested domain. Let’s use the previous example and try to resolve the IP address of bytebytego.com using the recursive query resolution as shown in the illustration 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

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 28 Sep 2023

• Register Now for webinar - Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™

  Register Now for webinar - Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™

  Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™ Live Virtual Training Thursday, October 5, 2023 08‌:30‌ am - 09‌:30‌ am PDT Register Now Organizations building computer vision systems require extensive timelines and separate solutions for AI model development and deployment. In this session, we explore leveraging the tight integration between the Intel® Geti™ platform and OpenVINO™ toolkit to streamline vision model training and build scalable deployment solutions. Live demos will walk through the complete process of building and deploying an AI model with best-in-class inferencing on Intel hardware. You will learn about: How the Intel® Geti™ platform speeds up CV model development How can you take advantage of built-in OpenVINO™ optimizations to develop production-ready models and deploy them easily on a range of Intel HW for optimum performance Register Now Speakers Paula Ramos AI Evangelist - Intel Paula Ramos is an AI evangelist at Intel working with two amazing products Intel® Geti™ platform and OpenVINO™. She has a PhD in Computer Vision and Machine learning and more than 18 years of experience breaking the bottlenecks in AI mainly in the agricultural sector. Ashutosh Kumar Intel® Geti™ Technical Marketing - Intel Ashutosh Kumar drives technical marketing efforts for Intel® Geti™. He holds a Ph.D. in Material Science and an MBA and 10+ years of experience in software development, R&D, and product across semiconductor, software security, and machine learning domains. View in browser. If you forward this email, your contact information will appear in any auto-populated form connected to links in this email.

                                                             

  This was sent to info@learn.odoo.com because you are subscribed to Webinars. To view and manage your marketing-related email preferences with Intel, please click here. © 2023 Intel Corporation Intel Corporation, 2200 Mission College Blvd., M/S RNB4-145, Santa Clara, CA 95054 USA. www.intel.com Privacy | Cookies | *Trademarks | Unsubscribe | Manage Preferences

  

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  by "Intel Corporation" <IntelConnect@plan.intel.com> - 11:03 - 28 Sep 2023

• Meet our new GenAI assistant Grok and hear from some of the UK's leading brands

  New Relic

  Hi there, Our industry-first generative AI assistant is here! New Relic Grok is designed to help unlock the power of observability by turning mountains of data into actionable insights, instantly. Better yet, come see Grok in action at FutureStack London on Tuesday, 14th November. With a jam-packed agenda, you’ll learn what’s new and what’s next from New Relic with exciting announcements around logs, security, infrastructure, unified APM and the developer toolchain. You’ll hear customer stories of observability excellence from DevOps and engineering leaders from some of the UK's leading brands, as well as insights into their journeys towards ensuring seamless customer experiences. In the afternoon we’ll have hands-on workshops where you’ll broaden your platform experience and take your skills to the next level. Register here and we look forward to seeing you in November! 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.

  

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  by "New Relic EMEA Events" <emeamarketing@newrelic.com> - 09:20 - 28 Sep 2023

• Implementing digital and becoming digital aren’t the same. Here’s how to tell the difference.

  On Point

  How successful companies become digital ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 True tech transformations In the news • Taking AI to the next level. The true benefits of AI won’t be felt unless it spreads across the global economy. As astonishing as the technology may be, millions of companies would need to implement it, which would require reorganizing businesses and how they handle internal data. According to recent data, fewer than 2% of US companies used machine learning in 2020, and only a quarter of workflows exist on the cloud. The nature of technology means that it may not apply to every task, but AI has the potential to spread faster because it can be integrated into existing tasks and tools. [Economist] • Online (and offline) skills in demand. More than half of 3,000 C-suite leaders polled think that implementing AI may require reskilling as much as 40% of the workforce, a recent survey of global executives reveals. While AI-skill-related keywords like “prompt engineering” are increasingly showing up in job postings and résumés, the effects of AI won’t be evenly distributed across industries. Organizations with business functions like customer service, marketing, and software engineering are more likely than others to be altered by AI. At the same time, demand for people skills and soft skills, such as ethics, is growing. [Axios] “Digital transformations can create real business value: digital leaders improve shareholder returns and outperform their peers.” On McKinsey.com • ‘Digital transformation’ defined. According to McKinsey senior partners Eric Lamarre, Kate Smaje, and Rodney Zemmel, authors of Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI, a digital transformation fundamentally changes how an organization functions. It’s more than just implementing new technology—it’s about using technology to improve operations. Digital transformations can build competitive advantage, but only if companies (and their leaders) fully commit to change and are willing to evolve their organizational and tech-based capabilities continually. • Six shifts to realize value. Moving from the “what” to the “how”—addressing implementation—can help companies get to the heart of what a digital transformation might look like, Lamarre and Smaje explain. By properly structuring and indexing data, companies can ensure that their AI models are safe and scalable across their organizations, Zemmel adds. Explore this edition of the McKinsey Quarterly Five Fifty for more on six shifts that companies can make to get the most out of their digital-transformation efforts. Rewire your organization with digital — Edited by Gwyn Herbein, editor, Atlanta 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:18 - 28 Sep 2023

• ประกาศรายชื่อผู้โชคดีรับคูปอง Grab ฟรี! (กิจกรรมอัพเดทโปรไฟล์)

  Schneider Electric

  เยี่ยมชมเว็บไซต์   >ดูออนไลน์     โชคดีมีชัย รับคูปอง Grab ฟรีๆ   ชไนเดอร์ อิเล็คทริค ขอแสดงความยินดีกับผู้โชคดีและขอขอบคุณสำหรับการร่วมสนุกในกิจกรรม "อัพเดทโปรไฟล์ลุ้นรับคูปอง Grab ฟรี!" ตรวจสอบรายชื่อผู้โชคดีรับคูปอง Grab มูลค่า 50 บาท เจ้าหน้าที่จะจัดส่งคูปองให้ผ่านทางอีเมลของท่าน หลังจากวันที่ประกาศรายชื่อฯ ภายใน 14 วันทำการ คลิกปุ่มด้านล่างนี้ได้เลย   รายชื่อผู้โชคดี       เพิ่มเพื่อน เพิ่มสิทธิประโยชน์   อย่าตกเทรนด์ เพิ่มเพื่อน Line Official ชไนเดอร์ อิเล็คทริค เพื่อรับข้อมูลและสิทธิประโยชน์มากมายก่อนใคร   คลิกเลย       + Lifecycle Services   From energy and sustainability consulting to optimizing the life cycle of your assets, we have services to meet your business needs.     Schneider Electric 46 Rungrojthanakul Building. 1st, 10th, 11th Floor, Ratchadapisek Road. Huaykwang Bangkok - 10310, Thailand Phone +662 617 5555     ยกเลิกการเป็นสมาชิก  |   นโยบายความเป็นส่วนตัว     © 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.

   

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  by "Schneider Electric" <reply@se.com> - 09:01 - 27 Sep 2023

• Best Practices Guide - Turn Data into Useful Analytics

  Sumo Logic

  From best practices to key insights

  

  The strongest analytics deliver the strongest app. With 100GB of daily log ingest, Standard Chartered needed hyperscalable observability with the highest security. They got it - and more - including: Millisecond responsiveness Delivered a unified platform for security, DevOps and customer experience Improved customer onboarding in just five months Ask yourself: Could your company benefit from a similar transformation? Check out the full case study to learn more. Reach out to discuss how Sumo Logic can help you revolutionize your industry. Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000 © 2023 Sumo Logic, All rights reserved. Unsubscribe

  

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  by "Sumo Logic" <marketing-info@sumologic.com> - 09:00 - 27 Sep 2023

• Strategies for Asian business navigating a new era

  Shape the future ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Learn more about the McKinsey Global Institute New from McKinsey & Company Strategies for Asian business navigating a new era Asian business leaders are optimistic about a new era, but most see the need for major strategic change. Shape the future Related Reading Asia on the cusp of a new era  Leading Asia: An interview series with the region’s top business leaders 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

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 01:12 - 27 Sep 2023

• Important changes to your free team in Canva

  Important changes to your free team in Canva

  Here’s what you need to know about the changes to your free team in Canva͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏

  Hi , We're making some changes to our free teams offering in Canva, so we'd love to take a minute to explain what that means for you. As you've already joined a free team in Canva, we will make sure that you and your team can keep using it. However, there are some updates that you should know. Starting on October 31, 2023, adding new team members or replacing existing team members with new ones will require the team to upgrade to Canva for Teams. You will still be able to use your free Canva team, including collaborating in real time with anyone else that you've shared your designs with, or who has shared designs with you. You can learn more about this change here. Thanks for being part of the Canva community ❤️ Happy designing, The Canva Team

  You’re receiving this email because you have a Canva account. This email is not a marketing or promotional email. That is why this email does not contain an unsubscribe link. You will receive this email even if you have unsubscribed from Canva’s marketing emails.     Made for you with from Canva Canva®, 110 Kippax St, NSW 2010, Australia ABN 80 158 929 938 | Privacy Policy

  

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  by "Canva" <no-reply@canva.com> - 02:47 - 27 Sep 2023

• China has become a tougher market. How do global companies strengthen supply chains?

  On Point

  Determining where to locate production ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Competing in China In the news • Challenges in China. European and American companies are gloomy about doing business in China, with US leaders expressing less optimism than they have in roughly 20 years, according to recent reports that included nearly 2,000 firms. About two-thirds of European companies reported having their business expansion plans in China frustrated by regulations (such as the country’s new data security rules) that are, according to business leaders, difficult to understand. Still, many Western companies remain willing to increase investment in China. [NYT] • Shrinking factory production. An official survey has found that manufacturing activity in China shrank for the fifth consecutive month in August, putting pressure on the country’s leaders to take steps to bolster the economy. China’s purchasing managers’ index averaged 49.7 in August, signaling that the sector contracted from the prior month. Slumping property values, softer demand for exports, and slower consumer spending have generated apprehension about the Chinese economy. [FT] “In the eyes of Chinese consumers, strong local competitors have eclipsed certain once-powerful Western brands, making China a tougher market for multinational players.” On McKinsey.com • China or bust. For global companies, China’s skilled labor force, extensive supplier ecosystem, and fast-growing domestic markets have long acted as a magnet for manufacturers. As a result, complex, tightly integrated supply networks now link China with the rest of the world. But now, some of those companies are asking themselves whether the attractions that made so much strategic sense over the past 20 years still do—and what might come next, explain McKinsey senior partner Franck Le Deu and colleagues. • Supply chain strategies. Expert interviews and McKinsey analysis indicate that multinationals have evolved four basic archetypes for manufacturing in China. Each type can consider different strategies to enhance supply chain resilience. For companies that produce in China for China, increasing local sourcing and manufacturing could alleviate risks of supplier concentration. For others, it may make more sense to explore diversification. To see five key criteria to objectively assess the suitability of China—or any location—for manufacturing, visit our Operations Blog. Shore up supply chains — 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 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:11 - 27 Sep 2023