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• [Online workshop] How to Master Software Remediation using New Relic Vulnerability Management

  New Relic

  Register for this online workshop, "How to Master Software Remediation using New Relic Vulnerability Management" on 7th September at 2 PM BST/ 3 PM CEST to get a comprehensive introduction to New Relic Vulnerability Management. Applications today often consist of thousands of components, each with the potential to carry critical security vulnerabilities.   Mitigating threats is no longer the sole responsibility of security teams, it is a shared responsibility of all engineers to have a security mindset across the development pipeline. In this practical session, you’ll find out about how New Relic vulnerability management lets you see and fix security issues in one connected experience with zero configuration, open integrations, automatic risk prioritization, and alerting on newly discovered vulnerabilities across all teams (Dev, Ops, Sec). In this online workshop, you’ll learn: Learn three best practices to adopt that can help improve secure code quality. How New Relic Vulnerability Management empowers your engineers to understand their application security How it works and how to get it technically (Agent upgrade) 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" <emeamarketing@newrelic.com> - 06:26 - 28 Aug 2023

• Get excited for the latest products and APC news

  Schneider Electric

  East Asia Partner Newsletter   >ดูออนไลน์       Get certified, get access   Access our designer tool, the Local Edge Configurator (LEC) to design your latest one rack solution in just 2 minutes! Easily generate and customize your own solution reports.    Try now       What is DCIM 3.0?   Schneider Electric is investing in EcoStruxure IT to best serve you, empowering you to operate in the most resilient, secure, and sustainable IT infrastructure anywhere.   Learn more       Expertise with a Modular Solution   Discover in 2 mins how the Easy Modular Data Center All-in-One delivers on speed, predictability, and reliability.   Learn more       + 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> - 03:00 - 28 Aug 2023

• Go for bold: A leader’s guide to transformative change

  Change it up ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 It’s not unusual if your company’s business transformation is slow or even stalled. Organizations continually try to reinvent their businesses, yet the average success rate of these efforts remains low. We find that companies that have launched transformation projects are rarely able to improve business performance and maintain those improvements over time; even organizations with successful transformations don’t always capture their full value. And playing it safe isn’t the solution—today’s transformations need to be big and bold to generate new opportunities and sustained growth. If your transformation initiative is stuck, the strategies below may help propel it forward. AN IDEA Move the needle Even if your organization’s transformation has been successful, has it been transformative? Probably not. Transformations that reach this level represent just 5 percent of all transformations but deliver 4.5 times the value, according to research led by McKinsey senior partners José Pimenta da Gama and Fábio Stul and colleagues. Exemplary transformations generally have five characteristics in common, but transformative ones add three crucial actions: reinventing the core business, developing or acquiring new businesses, and revamping the operating model to focus on speed and innovation. To check where your project falls on the transformative scale, you may want to examine ten important areas focused on holistic impact and business reinvention, asking questions such as these: How is the company delivering compared with its full potential? Is it being thoughtful about where to compete? Is it innovating fast enough? A BIG NUMBER 12 That’s the percentage of respondents to a McKinsey survey whose organizations have sustained their transformation goals for more than three years; these enterprises report twice the rate of financial growth as their peers. Fifty-six percent of respondents say that their companies’ transformation programs were successful initially. At the later stages of implementation, however, respondents lost 42 percent of the transformation’s potential financial benefit. “It’s never been as important as it is now to execute and build capabilities in major transformation programs,” emphasizes McKinsey partner Steve Armbruster. “And guess what? We’re finding that it’s even harder to do this than we thought.” A QUOTE “When you’re parked on the side of a volcano, staying put is your riskiest move.” That’s McKinsey senior partners Chris Bradley, Marc de Jong, and Wesley Walden on why you shouldn’t be afraid to aim high in a transformation. Go all in on the performance- and portfolio-related actions that you can take, they suggest. Making five big moves in these two categories can push a company up on the “power curve” of economic profit, on which only a few organizations reach the top quintile of earnings. But no matter what you do, “standing still is a terrible idea,” warn the McKinsey experts. “The odds associated with a static approach are grim, equating to a 2 percent chance of reaching the top of the power curve and a 16 percent chance of slipping to the bottom.” A SPOTLIGHT INTERVIEW Whether you reinvent yourself or your organization, the process is largely the same, observes journalist and author Joanne Lipman in a conversation with McKinsey. Dispelling the idea that “transformation is abrupt and instant,” Lipman points to several examples of people who reinvented their careers or lives without having specific goals or time frames in mind. “But they do need to be open to exploring what the future might hold, allowing it to seep in a little bit,” she says. For example, “dormant ties”—connections that may have been untapped for a while—could prove unexpectedly helpful. In one case, “researchers asked executives to specify a business problem they were trying to solve,” says Lipman. “Then they were asked to reach a dormant tie, someone they hadn’t spoken to in [at least] five years, and to ask their advice. The advice they got from their dormant tie was so much better than the advice they got from their inner circle.” HAPPILY EVER AFTER Fairy tales are all about transformations—a frog turns into a prince, or a pumpkin becomes a golden carriage. Business transformations, while not quite as magical, are also about change—and getting people on board with change may be one of the most difficult processes for leaders to orchestrate. McKinsey senior partner Kirk Rieckhoff cautions against quick wins. “What you’re really looking for is quick progress,” he says. This involves showing people that change is possible. “The key to success for making change happen is to start the change, versus just planning to,” says Rieckhoff. “Step zero doesn’t get you anywhere. You’ve got to go to step one, two, three.” Lead transformationally. — Edited by Rama Ramaswami, senior editor, New York Leading Off will take an end-of-summer break, but we’ll be back on September 11. Take care, and thanks for reading. 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> - 02:05 - 28 Aug 2023

• Registration closing for latest DevCon 2023

  Registration closing for latest DevCon 2023

  Learn about Smart Queue Management Systems

  How To Build a Smart Queue Management System Step by Step? From Zero to Hero. September 5, 2023; 7PM-8PM IST Register now Md Abul, Join us for a step-by-step tutorial on how to create an intelligent retail queue management system using the OpenVINO™ toolkit and YOLOv8. By the end of the presentation, you'll have the knowledge and resources to build your own solution. What you’ll learn: Step-by-step easy-to-follow Jupyter Notebook tutorial Real-time detection and tracking of people for efficient queue management and staffing optimization Optimized for multi-model workloads across various Intel processors Where to find resources; open-source code, dataset, videos, and a blog available on GitHub for easy customization and extension to your specific needs Register today   Adrian Boguszewski AI Software Evangelist, Intel Adrian, an OpenVINO developer evangelist, is frequently a speaker at data science conferences,enjoys working with big data and creating solutions for big companies in Poland. Anisha Udayakumar AI Evangelist, Intel Anisha is an AI Evangelist at Intel with a passion for the OpenVINO™ toolkit. She is a member of aninnovation team that leverages cutting-edge technologies such as AI, Augmented Reality, Virtual Reality, Robotics, and XR to build rapid prototypes and vision-based retail solutions. On-Demand Workshops OpenVINO 2023.0 – See What's New Harness Generative AI Acceleration with OpenVINO™ toolkit Beyond the Continuum: The Importance of Quantization in Deep Learning 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 Developer Zone" <intel.developer.zone@plan.intel.com> - 12:34 - 28 Aug 2023

• Generative AI can give people ‘superpowers.’ What are the implications for workers?

  On Point

  How AI can boost productivity ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Generative AI at work In the news • Gen Z’s AI acumen. Many Gen Z workers kicked off their careers remotely during the pandemic, which meant missing out on opportunities to learn from colleagues of different generations. But Gen Z’s technical acumen may help put them on equal footing as companies seek ways to integrate generative AI. “They don’t question [the technology]—they simply see it as a way to optimize what they are already doing,” said the founder of one communications consultancy. Given that Gen Z employees tend to be value-focused, they can also help companies shape ethical practices around AI. [BBC] • Generative AI’s new roles. The quality of response from generative AI depends on the prompt it is given—a prompt that is usually human-generated. However, researchers are exploring other ways to interact with the technology based on who initiates the interaction (human or machine) and who is using it (an individual, group, or another machine). Using different prompts, generative AI could act as a personal coach to help you manage your time, fact-check statements made during a group conversation, or act as a manager to coordinate a group project. [HBR] “We estimate that about 60% to 70% of the time people spend working has the theoretical potential to be transformed by a combination of generative AI with other technologies.” On McKinsey.com • Estimating generative AI’s value. Generative AI has captured the imagination of business leaders, as workers across industries discover how AI can accelerate IT coding, speed content development, and improve product design. Research by McKinsey Global Institute partner Michael Chui and coauthors shows the potential for generative AI to add the equivalent of $2.6 trillion to $4.4 trillion to the economy annually. “It’s very compelling on a personal level because almost everyone can use it,” Chui explains. • More power to you. Our research shows that using generative AI to automate routine daily tasks bestows workers with a new “superpower” to improve productivity and have more time for the more human elements of work. For example, AI-improved scripts and customer insights can help new call center workers advance faster because they are able to handle complex situations more quickly and spend more time interacting with customers. Visit our New at McKinsey Blog to learn how companies can reimagine their business models with AI. See what gen AI means for workers — 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> - 12:16 - 28 Aug 2023

• Don’t miss out! | Leveraging Generative AI to power your Content Supply Chain

  Adobe

  Learn how Generative AI fits into your overall content management workflow

  Adobe Webinar Leveraging Generative AI to power your Content Supply Chain Tuesday, 12 September, 2023 11am SGT Register now Dream it, type it, see it with Firefly, our creative generative AI engine. Now in Photoshop (beta), Illustrator and on the web. Firefly generative AI capabilities is embedded into other Adobe tools. In this webinar, get a head-start on GenAI with live demos and sharing on the following topics: Introduction to Generative AI Empowering everyone and anyone to express creativity with Adobe Express and Firefly How Generative AI fits into your overall content management workflow to drive content at scale Enhancing your investment in AEM Assets with Adobe Express and Firefly Register now Speakers   Nelson John Principal Solution Consultant Adobe   See Wai Yip Principal Solution Consultant Adobe   Creativity for all.   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

  

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  by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:01 - 27 Aug 2023

• Why minor stresses pack a punch—and what to do about it

  Readers & Leaders

  Plus, more than 70 book recommendations ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 Your boss changed the direction of a project a day before it was due. You need to cancel your after-work plans with a friend to meet a deadline. You have to unexpectedly cover for a colleague who took a sick day. These difficulties might seem like small bumps in the road, but cumulatively, they can pack a big punch to our well-being. In this edition of Readers & Leaders, Rob Cross, the Edward A. Madden Professor of Global Leadership at Babson College and the cofounder and director of the Connected Commons consortium, calls this “the microstress effect.” In his latest Author Talks, Cross shares how small disruptions can add up to create big barriers to productivity and offers insight into how to buck the trend. In other featured interviews, Zeynep Ton, cofounder of the Good Jobs Institute, presents strategies to reduce turnover, drive profit, and create added value for customers; educator Jamie Sears helps teachers avoid burnout; and Renée Mauborgne explains how nondisruptive creation can unlock economic growth. Itching for more good reads? Don’t miss our annual summer reading guide for 70-plus book recommendations from CEOs, editors in chief, and other leaders. If you’re looking for insights to share with your middle managers, check out Power to the Middle, which is also among our top summer selections. Written by McKinsey senior partner emeritus Bill Schaninger and partners Bryan Hancock and Emily Field, this book highlights the critical contributions that middle managers make in company productivity and performance and reveals why reimagining their vital roles is more important now than ever. Also, explore this month’s bestselling business books, prepared exclusively for McKinsey by Circana, and head to McKinsey on Books for more of the latest.  IT BEARS REPEATING “Save ten minutes at the end of each meeting to restate expectations. Make sure people are clear on commitments, so that the following meeting opens with a quick summary of where you are against where we are planned to be. What you’re trying to do is avoid that slow slippage of commitment.” —Rob Cross, Edward A. Madden Professor of Global Leadership at Babson College and cofounder and director of Connected Commons, in a recent edition of Author Talks. IN CASE YOU MISSED IT Zeynep Ton makes a strong case for investing in high-quality jobs: “Data can tell what happens when we increase staffing levels to support profitability, but it doesn’t tell us the impact on our customers, on our employees, the overall morale, and people’s ability to do a good job. If you don’t pay attention to those elements, at some point, your organization will get hurt.” Watch the full interview. Educator Jamie Sears helps teachers embrace self-care: “Teachers unconditionally love their students. That love is why teachers think they must be there late and do everything they can to be successful.” Watch the full interview. Renée Mauborgne explains how companies can reach success outside the usual industry bounds: “Innovation doesn’t have to be a zero-sum game. Nondisruptive creation is a positive-sum approach to innovation and growth, where business and society can thrive together.” Watch the full interview. BUSINESS BESTSELLERS TOP 8 Check out this month’s list of business bestsellers in eight 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 The Manager’s Handbook: Five Simple Steps to Build a Team, Stay Focused, Make Better Decisions, and Crush Your Competition by David Dodson (John Wiley & Sons) ECONOMICS The Paradox of Debt: A New Path to Prosperity Without Crisis by Richard Vague (University of Pennsylvania Press) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact by Liz Wiseman (HarperCollins Publishers) DIVERSITY & INCLUSION Poverty, by America by Matthew Desmond (Random House) SUSTAINABILITY Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman (Two Rivers Distribution) BOOKMARK THIS 2023 summer reading guide McKinsey’s annual book list from leaders and editors is back—and once again offers compelling picks that reflect the times. Browse now 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  TURN BACK THE PAGE Since its launch in December 2020, Author Talks has featured 150 authors of new books on a range of topics, including leadership, personal development, and more. To celebrate this milestone, revisit our most popular interviews across five genres. Leadership & organization: What separates the best CEOs from the rest? Sustainability: One billion more Innovative thinking: What poker pro Annie Duke can teach you about quitting on time  Communication: Attributes—not-skills—determine whether you ‘cut it’ or not Talent, culture, and change management: Tsedal Neeley on why remote work is here to stay—and how to get it right 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> - 09:22 - 27 Aug 2023

• The week in charts

  The Week in Charts

  15 tech trends to follow, the economic potential of gen AI, 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 15 tech trends to follow, the economic potential of gen AI, machine learning in the auto sector, the future of work in America, and workforce reskilling due to AI adoption. FEATURED CHART The future of work in America See more This week’s other select charts Tech trends worth your time Don’t ask me, AI just work here Auto’s AI embrace A skills shake-up 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> - 03:02 - 26 Aug 2023

• EP74: The Evolution of AWS Services

  EP74: The Evolution of AWS Services

  

  This week’s system design refresher: Algorithms You Should Know Before You Take System Design Interviews (Youtube video) AWS Services Evolution How does Git Work? IaaS, PaaS, Cloud Native. How do we get here? Is the cloud really free or inexpensive?  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	View in browser EP74: The Evolution of AWS Services Alex Xu Aug 26   READ IN APP   This week’s system design refresher: Algorithms You Should Know Before You Take System Design Interviews (Youtube video) AWS Services Evolution How does Git Work? IaaS, PaaS, Cloud Native. How do we get here? Is the cloud really free or inexpensive? Inside The Top 10% Of Engineering Organizations (Sponsored) Fact: You can’t become better at anything unless you understand what getting better would actually look like. This is especially true in the case of engineering teams. Following an analysis of 2,000 dev teams and over 4.5 million code branches, we finally know what performance metrics look like in the world’s best engineering orgs. In this exclusive report, engineers will finally get visibility into what the top 10% of dev teams are hitting in terms of crucial metrics – like cycle time, deployment frequency, rework rate, and more! Read the Report Algorithms You Should Know Before You Take System Design Interviews AWS Services Evolution How did AWS grow from just a few services in 2006 to over 200 fully-featured services? Let's take a look. Since 2006, it has become a cloud computing leader, offering foundational infrastructure, platforms, and advanced capabilities like serverless computing and AI. This expansion empowered innovation, allowing complex applications without extensive hardware management. AWS also explored edge and quantum computing, staying at tech's forefront. This evolution mirrors cloud computing's shift from niche to essential, benefiting global businesses with efficiency and scalability. Happy to present the curated list of AWS services introduced over the years below. Note: The announcement or preview year differs from the public release year for certain services. In these cases, we've noted the service under the release year Unreleased services noted in announcement years Over to you: Are you excited about all the new services, or do you find it overwhelming? Latest articles If you’re not a subscriber, here’s what you missed this month. How to Choose a Message Queue? Kafka vs. RabbitMQ Why Do We Need a Message Queue? Database Indexing Strategies - Part 2 "I Was Under Leveled!" — Avoiding the Tragedy of Making Only $500k a Year Network Protocols behind Server Push, Online Gaming, and Emails To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid How does Git Work? The diagram below shows the Git workflow. Git is a distributed version control system. Every developer maintains a local copy of the main repository and edits and commits to the local copy. The commit is very fast because the operation doesn’t interact with the remote repository. If the remote repository crashes, the files can be recovered from the local repositories. Over to you: Which Git command do you use to resolve conflicting changes? IaaS, PaaS, Cloud Native… How do we get here? The diagram below shows two decades of cloud evolution. 2001 - VMWare - Virtualization via hypervisor 2006 - AWS - IaaS (Infrastructure as a Service) 2009 - Heroku - PaaS (Platform as a Service) 2010 - OpenStack - Open-source IaaS 2011 - CloudFoundry - Open-source PaaS 2013 - Docker - Containers 2015 - CNCF (Cloud Native Computing Foundation) - Cloud Native Over to you: Which ones have you used? Is the cloud really free or inexpensive? While it may be inexpensive or even free to get started, the complexity often leads to hidden costs, resulting in large cloud bills. The purpose of this post is not to discourage using the cloud. I’m a big fan of the cloud. I simply want to raise awareness about this issue, as it's one of the critical topics that isn't often discussed. While AWS is used as an example, similar cost structures apply to other cloud providers. Free Tier Ambiguity: AWS offers three different types of free offerings for common services. However, services not included in the free tier can charge you. Even for services that do provide free resources, there's often a limit. Exceeding that limit can result in higher costs than anticipated. Elastic IP Addresses: AWS allows up to five Elastic IP addresses. Exceeding this limit incurs a small hourly rate, which varies depending on the region. This is a recurring charge. Load Balancers: They are billed hourly, even if not actively used. Furthermore, you'll face additional charges if data is transferred in and out of the load balancer. Elastic Block Storage (EBS) Charges: EBS is billed on a GB-per-month basis. You will be charged for attached and unattached EBS volumes, even if they're not actively used. EBS Snapshots: Deleting an EBS volume does not automatically remove the associated snapshots. Orphaned EBS snapshots will still appear on your bill. S3 Access Charges: While the pricing for S3 storage is generally reasonable, the costs associated with accessing stored objects, such as GET and LIST requests, can sometimes exceed the storage costs. S3 Partial Uploads: If you have an unsuccessful multipart upload in S3, you will still be billed for the successfully uploaded parts. It's essential to clean these up to avoid unnecessary costs. Data Transfer Costs: Transferring data to AWS, for instance, from a data center, is free. However, transferring data out of AWS can be significantly more expensive. Over to you: Have you ever been surprised by an unexpected cloud bill? Share your experiences with us! Latest articles Here are the latest articles you may have missed: Mastering the Art of API Design Understanding Database Types 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> - 11:36 - 26 Aug 2023

• Don’t miss our most-read recent issues

  Read about generative AI and digital transformation ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   We hope you find The Shortlist helpful. We’ll be taking a summer hiatus for a couple weeks, returning to your inbox on September 8 with an updated newsletter name: The CEO Shortlist. As McKinsey doubles down on its commitment to support CEOs, whose role is more challenging than ever, the refreshed newsletter will focus on helping those CEOs, present and future, do the best job they can. Rest assured it will continue to deliver, twice monthly, a shortlist of articles and reports that are must-reads regardless of role—from C-level execs to the frontline. Watch for The CEO Shortlist next month, and until then, we invite you to browse some of our most popular recent issues: So you want to be CEO? Here’s how Get real about generative AI Rewire your organization If you have friends or colleagues who might enjoy The CEO Shortlist, consider forwarding this email to them or sharing it on social media. They can sign up for this or any of our 40+ other free email subscriptions at mckinsey.com/subscriptions. (And you might also want to revisit that page to see our full newsletter lineup.) Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist 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 Shortlist" <publishing@email.mckinsey.com> - 02:39 - 25 Aug 2023

• Do you love to travel? See the future of hospitality.

  On Point

  The hotel of the 2030s ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 future of hotels In the news • A lack of EV chargers. While more electric-vehicle (EV) charging sites are popping up across the US, including in gas stations, only about one in four US hotels provides access to EV chargers, according to a survey of 17,000 US hotels published in 2022. Among hotels that do offer EV charging stations, some may have just one EV charger available or may only be able to service a limited number of EV models. As more Americans buy electric cars, hotels will need to start offering EV charging like any other amenity, the COO of a US-based hotel chain says. [Bloomberg] • Sweet smell of success. One way that hotels are trying to attract and keep guests is to create memorable fragrances. These unique scents, such as the rich smell of black tea or the scent of coconut, are meant to evoke certain moods that hotels would like guests to associate with their time at the hotel. Some hotels also sell candles and other items scented with those fragrances so guests can enjoy them at home. The use of signature fragrances can help hotel brands give guests the same olfactory experience throughout their properties. [WaPo] “As hotels and travel companies seek to respond to travelers’ evolving habits and preferences, technology will play a central role.” On McKinsey.com • Travel’s new era. The hotel of the future is a place where “every single pain point will be removed” and almost every aspect of your stay will be personalized to your tastes, according to McKinsey senior partners Matteo Pacca and Caroline Tufft and their coauthors. When you walk into your hotel, the staff will greet you by name, know your travel preferences, and anticipate your needs. Imagine no more long check-in lines and having automation in your room so that furniture shifts around at any time to make it suitable for work, exercise, socializing, or sleep. • Inspiring, sustainable experiences. Welcome to the next normal in the hospitality industry, where leading hotel brands are prioritizing the well-being of both guests and employees—as well as the health of the planet. Technology will continue to play a growing role. Hotel rooms can have sensors to detect if a guest is present, which will allow for the temperature to be regulated. Explore our series, The Next Normal, to hear interviews with industry trendsetters and discover what’s in store for the hotel industry in the 2030s. See hospitality’s next normal — Edited by Katherine Tam, editor, New York 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 - 24 Aug 2023

• Attention

  Dear Sir/Ma

  I am an Auditor in Nigeria National Petroleum Corporation (NNPC Bonny Terminal).

  I am writing to demand if your company can allow and agree for me to use the name of your company to remit money
  
  overseas, and you will be compensated.

  
  Best Regards,

  Tonye Preye.

  
  Nigerian National Petroleum Corporation (NNPC Bonny Terminal).

  Email: tonyepreye@yandex.com

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  by "tonyepreye" <tonyepreye@vip.sohu.com> - 03:25 - 24 Aug 2023

• Common Failure Causes

  Common Failure Causes

  

  Designing distributed systems is hard. Without careful planning, numerous issues can arise quickly. It's vital to understand potential pitfalls to be resilient against unforeseen failures. One of the most exciting books I've come across on this subject is "Understanding Distributed Systems." The author,  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  	View in browser 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. How to Choose a Message Queue? Kafka vs. RabbitMQ Why Do We Need a Message Queue? Database Indexing Strategies - Part 2 "I Was Under Leveled!" — Avoiding the Tragedy of Making Only $500k a Year Network Protocols behind Server Push, Online Gaming, and Emails To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Common Failure Causes ByteByteGo Aug 24 ∙ Preview   READ IN APP   Designing distributed systems is hard. Without careful planning, numerous issues can arise quickly. It's vital to understand potential pitfalls to be resilient against unforeseen failures. One of the most exciting books I've come across on this subject is "Understanding Distributed Systems." The author, Roberto Vitillo, held positions as a Principal Engineer/Engineering Manager at Microsoft and later as a Principal Engineer at Amazon. The book is organized into five parts: Part I: Communication Part II: Coordination Part III: Scalability Part IV: Resiliency Part V: Maintainability I approached Roberto to see if he'd be willing to share a chapter with our newsletter subscribers, and he graciously agreed. I selected the "Common Failure Causes" chapter. In this excerpt, we discuss 8 common causes of failure and briefly overview how to address them. For those interested in a deeper dive into other subjects, the e-book is available on Roberto's website, and the printed version can be found on Amazon. Common failure causes  We say that a system has a failure when it no longer provides a service to its users that meets its specification. A failure is caused by a fault: a failure of an internal component or an external dependency the system depends on. Some faults can be tolerated and have no user-visible impact at all, while others lead to failures. To build fault-tolerant applications, we first need to have an idea of what can go wrong. In the next few sections, we will explore some of the most common root causes of failures. By the end of it, you will likely wonder how to tolerate all these different types of faults. Hardware faults Any physical part of a machine can fail. HDDs, memory modules, power supplies, motherboards, SSDs, NICs, or CPUs, can all stop working for various reasons. In some cases, hardware faults can cause data corruption as well. If that wasn't enough, entire data centers can go down because of power cuts or natural disasters. As we will discuss later, we can address many of these infrastructure faults with redundancy. You would think that these faults are the main cause for distributed applications failing, but in reality, they often fail for very mundane reasons. Incorrect error handling A study from 2014 of user-reported failures from five popular distributed data stores found that the majority of catastrophic failures were the result of incorrect handling of non-fatal errors. In most cases, the bugs in the error handling could have been detected with simple tests. For example, some handlers completely ignored errors. Others caught an overly generic exception, like Exception in Java, and aborted the entire process for no good reason. And some other handlers were only partially implemented and even contained "FIXME" and "TODO" comments. In hindsight, this is perhaps not too surprising, given that error handling tends to be an afterthought. This is the reason the Go language puts so much emphasis on error handling. We will take a closer look at best practices for testing large distributed applications. Configuration changes Configuration changes are one of the leading root causes for catastrophic failures. It's not just misconfigurations that cause problems, but also valid configuration changes to enable rarely-used features that no longer work as expected (or never did). What makes configuration changes particularly dangerous is that their effects can be delayed. If an application reads a configuration value only when it's actually needed, an invalid value might take effect only hours or days after it has changed and thus escape early detection. This is why configuration changes should be version-controlled, tested, and released just like code changes, and their validation should happen preventively when the change happens. We will discuss safe release practices for code and configuration changes in the context of continuous deployments. Single points of failure A single point of failure (SPOF) is a component whose failure brings the entire system down with it. In practice, systems can have multiple SPOFs. Humans make for great SPOFs, and if you put them in a position where they can cause a catastrophic failure on their own, you can bet they eventually will. For example, human failures often happen when someone needs to manually execute a series of operational steps in a specific order without making any mistakes. On the other hand, computers are great at executing instructions, which is why automation should be leveraged whenever possible. Another common SPOF is DNS. If clients can't resolve the domain name for an application, they won't be able to connect to it. There are many reasons why that can happen, ranging from domain names expiring, to entire root level domains going down. Similarly, the TLS certificate used by an application for its HTTP endpoints is also a SPOF. If the certificate expires, clients won't be able to open a secure connection with the application. Ideally, SPOFs should be identified when the system is designed. The best way to detect them is to examine every system component and ask what would happen if it were to fail. Some SPOFs can be architected away, e.g., by introducing redundancy, while others can't. In that case, the only option left is to reduce the SPOF's blast radius, i.e., the damage the SPOF inflicts on the system when it fails. Many of the resiliency patterns we will discuss later reduce the blast radius of failures. Network faults When a client sends a request to a server, it expects to receive a response from it a while later. In the best case, it receives the response shortly after sending the request. If that doesn't happen, the client has two options: continue to wait or fail the request with a time-out exception or error. 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> - 11:37 - 24 Aug 2023

• Demand for chief revenue officers is growing. How well can their involvement pay off?

  On Point

  The central role of CROs ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 CRO rhymes with ‘grow’ In the news • Fighting for survival. Start-ups experienced a funding boom backed by venture capital (VC) in 2021, reaching $329 billion in the US, according to recent data. As those cash reserves now dwindle, companies have two choices to stay afloat. They can either lower their valuations, which could open the door for new investors, or they could try to secure bridge funding between series financing. Maintaining growth and having a solid business strategy to present to potential investors remain crucial as VC investment wanes. [Inc.] • Start-ups stall out. A combination of VC funding and pandemic-era loans kept many start-ups open—until now. As VC funding becomes harder to come by and the economy has slowed, the closure rate of a wide range of start-ups—from biotech to fintech—is going up. US-based start-ups raised $37 billion from January through March 2023, which is down more than 50% compared with the first quarter of 2022. Some companies are hoping to hold on long enough to see the market rebound. [WSJ] Our analysis shows that Fortune 100 companies that have a CRO‐like role show 1.8 times higher revenue growth than their peers. On McKinsey.com • What CROs can do. Given that 80% of start-ups never achieve scale and only 11% of Fortune 100 companies count a chief revenue officer (CRO) in their ranks, CROs have their work cut out for them. McKinsey senior partner Markus Berger-de León and colleagues found that both scale-up and incumbent companies may benefit from adding this role to the C-suite. Experienced CROs can complement a marketing and sales executive role by focusing their energies on identifying new market opportunities and building a pipeline with specific sales targets. • Timing is everything. A company’s business model and industry often inform decisions around when to hire a CRO. For example, engineering and technology companies with complex products may prioritize building a working product before allocating resources to sales. (One European urban-air-mobility start-up didn’t hire a chief marketing officer and a chief sales officer until 2.5 years after the incorporation.) Other companies may need to invest in distribution much sooner. Understand when, how, and why hiring a CRO can help companies better integrate sales and marketing for long-term success. Tap into CRO expertise — 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> - 12:17 - 24 Aug 2023

• Feria de Seguridad ESS+ Attendees list 2023

  Dear Exhibitors,

   

  Feria de Seguridad ESS+ 2023 - attendees list is available now at a discounted price.

                   

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  Interested — just reply back as “Send Counts, Cost"

   

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  by "Kim Varnado" <kim.varnado@octantech.com> - 10:30 - 23 Aug 2023

• พิจารณาการประมวลผลเอดจ์อุตสาหกรรมเพื่อตระหนักถึงนวัตกรรมทางเทคโนโลยี!

  Schneider Electric

  เชื่อมต่อกับ Edge Expert

  เชื่อมต่อกับ Edge Expert   >ดูออนไลน์     การประมวลผลเอดจ์อุตสาหกรรมเพื่อให้เกิดนวัตกรรมทางเทคโนโลยี   Dear Abul, นวัตกรรมทางเทคโนโลยีใหม่ๆ ที่เกี่ยวข้องกับอุตสาหกรรม 4.0 เช่น ฝาแฝดดิจิทัล AI และหุ่นยนต์อัตโนมัติ มีส่วนช่วยเพิ่มประสิทธิภาพในโรงงานอุตสาหกรรม นวัตกรรมทางเทคโนโลยีนี้เกิดขึ้นได้โดยการรวม IT และ OT และปรับใช้เทคโนโลยี IT กับไซต์ Edge. ในเอกสารไวท์เปเปอร์นี้ เปรียบเทียบความพร้อมใช้งานของโซลูชัน Edge Computing สำหรับการสร้างโรงงานอัจฉริยะ และแสดงตัวอย่างการลดเวลาหยุดทำงาน เพื่อให้อุตสาหกรรมเอดจ์คุณ โปรดตรวจสอบการนำโซลูชันคอมพิวติ้งมาใช้งาน   เชื่อมต่อกับ Edge Expert       + 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 "Noe Noe OO, Schneider Electric" <Marcom.thailand@se.com> - 09:04 - 23 Aug 2023

• Beacon Advancements - Keep an Eye On Your Assets

  Beacon Advancements - Keep an Eye On Your Assets

  Unveil the future of data-driven management with beacon advancements. Elevate precision and efficiency for smarter operations.

  Download E-book Unveil the future of data-driven management with beacon advancements. Elevate precision and efficiency for smarter operations. Find out what makes our software stand out from the crowd Motion Detection Leverage the software's motion data processing to enhance beacon capabilities. Range Detection Enhance fleet operations with precise proximity tracking using range detection beacons. Alerts and Reports Harness the power of beacon with real-time alerts, and customizable reports to enhance fleet operations, safety, and security. Empower your clients with precision-powered beacon advancements Get a demo www.uffizio.com info@uffizio.com +91-7283855133 Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India Unsubscribe Manage preferences

  

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  by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 23 Aug 2023

• How four economic scenarios could shape your business strategy

  4 scenarios ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities For the last two decades, the world’s “balance sheet”—the sum of global assets and liabilities—grew much faster than GDP. But now, amid recent global turbulence, there are signs that the world could be shifting to a new economic regime. Could it be one that steers the world’s economy back towards productive growth? The McKinsey Global Institute (MGI) developed four distinct scenarios that chart a possible path to the future. To learn more about how these scenarios could impact your operating strategies, check out this McKinsey Quarterly article by McKinsey senior partners Michael Birshan and Olivia White, MGI director, as well as MGI partner Jan Mischke. And if you’re interested in AI’s potential to transform industries, shift the workforce, and add as much as $4.4 trillion annually in economic value, be sure to check out the McKinsey Chart of the Day, which explores the implications of AI all this week. Why the path of global wealth and growth matters for strategy There are four plausible scenarios for how global economics might unfold in the next decade. Here’s how companies can chart a course. 4 scenarios Quote of the day “The less separate we can be from nature, the easier it becomes to incorporate the broader range of nontangible values.” —Siddarth Shrikanth, an investor at Just Climate, a London-based climate investment business, on shifting our mindset in our relationship to nature in a recent Author Talks interview Chart of the day See today’s chart ALSO NEW The Committed Innovator: Talking with Shopify’s Harley Finkelstein How starting a T-shirt business in college led to helping run a giant e-commerce platform, why starting a side business makes sense, and why the meaning of ‘e-commerce’ is shifting. From customer to company leader   Sustainability in packaging 2023: Inside the minds of global consumers Consumer sentiment on sustainability is changing as we emerge from the COVID-19 pandemic. A few common themes are clear, but views on packaging materials and environmental priorities vary by country. Get the results   Increasing transparency in megaproject execution Cost and schedule overruns are the norm in big capital projects. Here’s how to uncover and tackle the reasons. 3 key areas   — Edited by Emily Adeyanju, editor, Charlotte 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 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 Daily Read" <publishing@email.mckinsey.com> - 06:30 - 23 Aug 2023

• Are you making the most of middle managers?

  On Point

  How to treat middle managers ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  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 essential middle manager In the news • Influential roles. Researchers studying middle managers’ decisions are learning just how influential these workers may be. Middle managers at a large Indian clothier were asked to nominate team supervisors for soft-skills training. Oddly, teams working for supervisors who were highly recommended for the training saw no productivity gains. Yet those supervisors did experience a significant increase in retention. Middle managers must have known which team leaders might leave their jobs and endorsed them for the training, the authors concluded. [Economist] • Burned out bosses. As organizations grapple with remote work, skilled talent shortages, and new trends in artificial intelligence, it’s no wonder that more than half of managers are feeling burned out, according to a Microsoft survey of 20,000 workers. Managers affect how engaged their teams are, so companies know it’s crucial to support them. Rather than mandating a return to the office, allowing managers to choose how often their team co-locates would enable them to better satisfy team members’ needs, an expert shares. [Inc.] “We know that the relationship with the boss is the most important relationship at work. And for corporations, it matters massively to the bottom line.” On McKinsey.com • Essential roles. Although middle managers—leaders who sit somewhere between the front line and the C-suite—may be underappreciated, they’re essential to organizational health and performance, say McKinsey partners Emily Field and Bryan Hancock and senior partner emeritus Bill Schaninger, authors of the new book Power to the Middle: Why Managers Hold the Keys to the Future of Work. The best middle managers attract and develop high performers, bring a leader’s vision to reality, and can influence people’s day-to-day work. • Responsibility overload. Middle managers often face enormous demands on their time, especially when companies over rely on “player–coaches.” When bosses are responsible for leading teams and for contributing as individuals, sometimes there isn’t enough time in the day. Senior leaders are recognizing that by spending time with their managers problem solving and agreeing on a strategy, they can empower them to lead. Listen to the full episode of The McKinsey Podcast to understand how to bring out the best in middle managers. Make the most of middle managers — 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> - 12:30 - 23 Aug 2023

• Elevate your security skills with Observability and New Relic

  New Relic

  Security is a top concern for both individuals and companies. With the rising number of cyber-attacks and data breaches, developers need to have a strong grasp of security best practices. Application security directly affects the safety and privacy of user data. To level up your security skill set, read our latest blog on how to use New Relic to discover, detect, and address issues in Juice Shop—an intentionally insecure web application from OWASP. Juice Shop, available on GitHub, is widely used for security training, demos and as a testing ground for security tools. Learn how New Relic can help identify the OWASP top 10 vulnerabilities and other real-world security flaws. Read the latest Blog 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" <emeamarketing@newrelic.com> - 06:12 - 22 Aug 2023