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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:24 - 5 Aug 2024 -
Can your mindset determine your success?
On Point
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
When confronted with difficult situations, how do you respond? Do you focus mostly on readily attainable, short-term objectives? Do you investigate only those options that align with your long-term goals? If so, it may be time to adopt a more strategic approach. Zeroing in on what you can control, considering a wide range of options, and adopting a more open outlook may bring undiscovered options into view. If you’re constantly finding yourself between a rock and a hard place, it’s time to figure out what’s holding you back.
In this edition of Readers & Leaders, McKinsey senior partner emeritus Claudio Feser explains why using the “decision navigator” can help identify better options and improve predictions when in daunting situations. Olympic gold medalist Mark Tuitert shares how adopting a Stoic mindset and letting go of elements beyond his control transformed agonizing stagnation into an exciting Olympic win. Journalist Lawrence Ingrassia describes how applying strategic investigative skills helped him uncover a tragic cancer mystery and share his findings to benefit others. Harvard Law School professor Cass Sunstein highlights the unusual paths forged by talented unknowns—unique steps that pulled hopefuls out of mediocrity and catapulted them to superstardom. Read on to learn more about how to turn strategic thinking into opportunity.
Want early access to these interviews? Download the McKinsey Insights app to read the latest Author Talks now.it bears repeating
in case you missed it
TURN BACK THE PAGE
August 9 is National Book Lovers Day, the perfect occasion for readers across the globe to curl up with a good book. If you’re looking for a stimulating read, check out this selection.
Revisiting lessons from Power to the Middle
Released one year ago, Power to the Middle: Why Managers Hold the Key to the Future of Work highlights the critical role of the often-overlooked middle manager. McKinsey partners Bryan Hancock and Emily Field, as well as senior partner emeritus Bill Schaninger, reveal the many ways through which the middle management perspective shapes and defines the talent, vision, and future of an organization. The authors share why reframing the middle management role is essential, today more than ever. Read more to find out how to change the way you view, train, and reward your most valuable assets.
Stuck in a rut? Explore effective strategies for hitting the “reset” button by reading these interviews:
1. Why big gambles can lead to even bigger payoffs
2. The simple way to get more great ideas
3. Why breaking the rules could help you defy the odds
4. Create your reinvention road map in four easy stepsbookmark this
coming soon
The Journey of Leadership: How CEOs Learn to Lead from the Inside Out
The Journey of Leadership, McKinsey’s next major book, will publish in the United States and in the United Kingdom on September 10. The book, by senior partners Dana Maor, Kurt Strovink, Ramesh Srinivasan, and senior partner emeritus Hans-Werner Kaas, is the first-ever explanation of McKinsey’s step-by-step approach to transforming leaders both professionally and personally. Learn more about the authors and the inspiration behind this groundbreaking book in an upcoming Author Talks interview in August.
BUSINESS BESTSELLERS TOP
8
Catch up on the latest and greatest reads for the month. Explore June business bestsellers, prepared exclusively for McKinsey by Circana. Check out the full selection on McKinsey on Books.
business overall
BUSINESS hardcover
economics
decision making
organizational behavior
workplace culture
COMPUTERS AND AI
sustainability
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, editor, Charlotte
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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 03:31 - 4 Aug 2024 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:02 - 3 Aug 2024 -
EP123: What is a Load Balancer?
EP123: What is a Load Balancer?
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
25 Computer Papers You Should Read (Youtube video)
Why is the credit card called “the most profitable product in banks”?
What is a Load Balancer?
Top 10 k8s Design Patterns
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25 Computer Papers You Should Read!
Why is the credit card called “the most profitable product in banks”?
How does VISA/Mastercard make money?
The diagram below shows the economics of the credit card payment flow.
1. The cardholder pays a merchant $100 to buy a product.
2. The merchant benefits from the use of the credit card with higher sales volume, and needs to compensate the issuer and the card network for providing the payment service. The acquiring bank sets a fee with the merchant, called the “𝐦𝐞𝐫𝐜𝐡𝐚𝐧𝐭 𝐝𝐢𝐬𝐜𝐨𝐮𝐧𝐭 𝐟𝐞𝐞.”
3 - 4. The acquiring bank keeps $0.25 as the 𝐚𝐜𝐪𝐮𝐢𝐫𝐢𝐧𝐠 𝐦𝐚𝐫𝐤𝐮𝐩, and $1.75 is paid to the issuing bank as the 𝐢𝐧𝐭𝐞𝐫𝐜𝐡𝐚𝐧𝐠𝐞 𝐟𝐞𝐞. The merchant discount fee should cover the interchange fee.
The interchange fee is set by the card network because it is less efficient for each issuing bank to negotiate fees with each merchant.
5. The card network sets up the 𝐧𝐞𝐭𝐰𝐨𝐫𝐤 𝐚𝐬𝐬𝐞𝐬𝐬𝐦𝐞𝐧𝐭𝐬 𝐚𝐧𝐝 𝐟𝐞𝐞𝐬 with each bank, which pays the card network for its services every month. For example, VISA charges a 0.11% assessment, plus a $0.0195 usage fee, for every swipe.
6. The cardholder pays the issuing bank for its services.
Why should the issuing bank be compensated?The issuer pays the merchant even if the cardholder fails to pay the issuer.
The issuer pays the merchant before the cardholder pays the issuer.
The issuer has other operating costs, including managing customer accounts, providing statements, fraud detection, risk management, clearing & settlement, etc.
Over to you: Does the card network charge the same interchange fee for big merchants as for small merchants?
Latest articles
If you’re not a paid subscriber, here’s what you missed.
To receive all the full articles and support ByteByteGo, consider subscribing:
What is a Load Balancer?
A load balancer is a device or software application that distributes network or application traffic across multiple servers.
What Does a Load Balancer Do?
1. Distributes Traffic
2. Ensures Availability and Reliability
3. Improves Performance
4. Scales ApplicationsTypes of Load Balancers
1. Hardware Load Balancers: These are physical devices designed to distribute traffic across servers.
2. Software Load Balancers: These are applications that can be installed on standard hardware or virtual machines.
3. Cloud-based Load Balancers: Provided by cloud service providers, these load balancers are integrated into the cloud infrastructure. Examples include AWS Elastic Load Balancer, Google Cloud Load Balancing, and Azure Load Balancer.
4. Layer 4 Load Balancers (Transport Layer): Operate at the transport layer (OSI Layer 4) and make forwarding decisions based on IP address and TCP/UDP ports.
5. Layer 7 Load Balancers (Application Layer): Operate at the application layer (OSI Layer 7) .
6. Global Server Load Balancing (GSLB): Distributes traffic across multiple geographical locations to improve redundancy and performance on a global scale.
Top 10 k8s Design Patterns
Foundational Patterns
These patterns are the fundamental principles for applications to be automated on k8s, regardless of the application's nature.
1. Health Probe Pattern
This pattern requires that every container must implement observable APIs for the platform to manage the application.
2. Predictable Demands Pattern
This pattern requires that we should declare application requirements and runtime dependencies. Every container should declare its resource profile.
3. Automated Placement Pattern
This pattern describes the principles of Kubernetes’ scheduling algorithm.Structural Patterns
These patterns focus on structuring and organizing containers in a Pod.
4. Init Container Pattern
This pattern has a separate life cycle for initialization-releated tasks.
5. Sidecar Pattern
This pattern extends a container’s functionalities without changing it.Behavioral Patterns
These patterns describe the life cycle management of a Pod. Depending on the type of the workload, it can run as a service or a batch job.
6. Batch Job Pattern
This pattern is used to manage isolated atomic units of work.
7. Stateful Service Pattern
This pattern creates distributed stateful applications.
8. Service Discovery Pattern
This pattern describes how clients discover the services.Higher-Level Patterns
These patterns focus on higher-level application management.
9. Controller Pattern
This pattern monitors the current state and reconciles with the declared target state.
10. Operator Pattern
This pattern defines operational knowledge in an algorithmic and automated form.
Reference: developers.redhat. com/blog/2020/05/11/top-10-must-know-kubernetes-design-patterns
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by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 3 Aug 2024 -
The 15 tech trends to watch
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Given the rapid pace of tech advancements—and the tech-related disruptions companies need to navigate—planning for the long-term tech future might seem daunting. But that’s exactly what companies must do, say McKinsey’s Lareina Yee, Michael Chui, Roger Roberts, and Mena Issler. In this month’s featured story, the McKinsey Technology Council identifies the 15 most significant technology trends unfolding today, including new areas like digital trust and cybersecurity, and underscores the need for companies to invest meaningfully as they transition from experimentation to broader implementation. Our second featured story covers three actions that data and AI leaders can consider to help them move from generative AI (gen AI) pilots to scaling data solutions. Other highlights include the following topics:
•
how CFOs view the future of finance
•
ideas that leaders risk overlooking with gen AI in the spotlight
•
the benefits of embracing healthy longevity
•
resilience strategies from a two-time Olympic gold medalist
Toward the long term: CFO perspectives on the future of finance
In a new survey, CFOs report a growing focus on longer-term planning and high expectations for technology, including generative AI.
See the data
Gen AI and beyond: Where else to focus now
Yes, gen AI can be dazzling. But to deliver value, leaders will have to look beyond center stage.
Get started
The ‘evergreen economy’: Harnessing the power of healthy longevity
Economist Andrew J. Scott, author of The 100-Year Life and The Longevity Imperative, discusses the opportunity for positive and profound change in an aging society.
Live a healthier, more engaged life
In the long run: What leaders can learn from an Olympic gold medalist
Alistair Brownlee, a two-time Olympic gold medalist, shares his strategies for staying resilient amid pushback, removing barriers to creating habits, and leading with conviction.
Take it from a champ
Supply chain ‘goes rouge’: Inside Coty’s makeover
Coty chief global supply chain officer Graeme Carter explains how the beauty company’s people-first approach to digital and AI is helping it reach its goals.
Read about the revival
Where procurement is going next
Our latest procurement benchmarking data reveals the tools, capabilities, and ways of working that are helping leading companies protect their profits in turbulent times.
Improve your buying power
McKinsey Explainers
Find direct answers to complex questions, backed by McKinsey’s expert insights.
Learn more
McKinsey Themes
Browse our essential reading on the topics that matter.
Get up to speed
McKinsey on Books
Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana.
See the lists
McKinsey Chart of the Day
See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth.
Dive in
McKinsey Classics
Effective meetings produce better business decisions. Yet too many decision meetings are doomed from the get-go. Read our 2019 classic “Want a better decision? Plan a better meeting” to learn more.
Rewind
The Daily Read
Our Daily Read newsletter highlights an article a day, picked by our editors.
Subscribe now—Edited by Eleni Kostopoulos, managing editor, New York
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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:27 - 3 Aug 2024 -
Are you preventing middle managers from delivering value in their roles?
Only McKinsey
•
The beleaguered middle layer. It’s been one year since McKinsey partners Emily Field and Bryan Hancock and senior partner emeritus Bill Schaninger published their book, Power to the Middle. Results of a 2023 survey developed by Field, Hancock, Schaninger, and Marino Mugayar-Baldocchi show that by treating middle management as a catchall, many companies may be unintentionally thwarting middle managers’ ability to perform in their roles.
•
Buried in paperwork. The survey findings suggest that middle managers are stuck in the menial, spending nearly one full day out of every week on administrative work. Although these respondents are all people managers, on average they say they spend less than a third of their time on talent and people management. See three areas where companies could better support middle managers to deliver value, and discover Power to the Middle: Why Managers Hold the Keys to the Future of Work on its one-year anniversary.
—Edited by Belinda Yu, editor, Atlanta
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 newsletter because you subscribed to the Only McKinsey newsletter, formerly called On Point.
Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey" <publishing@email.mckinsey.com> - 01:11 - 2 Aug 2024
