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by "Remote" <hello@remote-comms.com> - 12:16 - 20 Jul 2023 -
Network Protocols behind Server Push, Online Gaming, and Emails
Network Protocols behind Server Push, Online Gaming, and Emails
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Welcome to this new issue where we expand our exploration into essential network protocols and their various applications. The focus here is on understanding how different protocols shape the way we communicate and interact over the Internet. We will dive into the following areas:
The process through which servers can proactively send updates to clients using WebSockets.
The reason behind the choice of UDP protocol in gaming applications, and how its reliability can be enhanced.
The mechanisms involved in delivering emails via SMTP.
Each of these protocols serves unique purposes and empowers various functionalities in the digital world. Let's dive in to understand how these protocols bring life to our everyday online interactions.
WebSocket
In our previous discussions, we examined HTTP and its role in typical request-response interactions between a client and a server. HTTP serves most scenarios well, especially when responses are immediate. However, in situations where the server needs to push updates to the client, especially when those updates depend on events not predictable by the client (such as another user's actions), HTTP may not be the most efficient approach. This is because HTTP is fundamentally a pull-based protocol where the client has to initiate all requests. So, how do we manage to push data from the server to the client without the client having to predict and request each update? There are typically four methods to handle this kind of push-based communication, as shown in the diagram below.
Short polling
This is the most basic method. In this approach, the client, which could be a web app running in our browser, repeatedly sends HTTP requests to the server. Imagine this scenario: We log in to a web app and are presented with a QR code to scan with our smartphone. This QR code is usually for a specific action, like authentication or to initiate a certain process. The web app doesn't know the exact moment we scan the QR code. So, it keeps sending requests to the server every 1-2 seconds to check the status of the QR code. Once we scan the QR code with the smartphone, the server identifies the scan, and in response to the next check from the web app, sends back the updated status. This way, we’ll get a response within the next 1-2 seconds after scanning the QR code. This frequent checking is why we refer to this method as "short polling".
There are two problems with this:
It sends an excessive number of HTTP requests. This takes up bandwidth and increases the server load.
In the worst scenario, we might wait up to 2 seconds for a response, causing noticeable delay.
Long polling
Long polling tackles short polling issues by setting a longer timeout for HTTP requests. Think of it this way: we adjust the timeout to 30 seconds. If we scan the QR code within this timeframe, the server immediately sends a response. This approach significantly decreases the number of HTTP requests.
However, long polling isn’t without its challenge. Even though long polling cuts down the number of requests, each open request still maintains a connection to the server. If there are many clients, this can put strain on the server resources.
WebSocket
Short and long polling work well for simpler tasks like QR code scanning. But for complex, data-heavy, and real-time tasks like online gaming, a more efficient solution is needed - enter WebSocket.
TCP, by nature, allows bidirectional data flow, enabling the client and server to send data to each other simultaneously. However, HTTP/1.1, built on TCP, doesn't fully utilize this capability. In HTTP/1.1, data transmission is generally sequential - one party sends data, then the other. This design, while sufficient for web page interactions, falls short for applications like online gaming that demand simultaneous, real-time communication. WebSocket, another protocol based on TCP, fills this gap by allowing full-duplex communication between client and server over a single connection. More on this later.
SSE (Server-Sent Events)
SSE, or Server-Sent Events, stands out for a specific use case. When a client establishes an SSE connection, the server keeps this connection open to continuously send updates. This setup is perfect for situations where the server needs to regularly push data to the client, while the client just receives the data without needing to send information back to the server. A typical example is live stock market data updates. With SSE, servers can push real-time data to the client without needing a request every time an update is available. It's worth noting that, unlike WebSockets, SSE doesn't support bidirectional communication, making it less suitable for use cases that require back-and-forth communication.
How to Establish a WebSocket Connection
To set up a WebSocket connection, we need to include certain fields in the HTTP header. These headers tell the browser to switch to the WebSocket protocol. A randomly generated base64-encoded key (Sec-WebSocket-Key) is sent to the server.
Connection: Upgrade Upgrade: WebSocket Sec-WebSocket-Key: T2a6wZlAwhgQNqruZ2YUyg==\r\nThe server responds with these fields in the HTTP header.
HTTP/1.1 101 Switching Protocols\r\n Sec-WebSocket-Accept: iBJKv/ALIW2DobfoA4dmr3JHBCY=\r\n Upgrade: WebSocket\r\n Connection: Upgrade\r\nThe status code 101 means the protocol is switching. After this extra handshake, a WebSocket connection is established, as illustrated in the diagram below.
WebSocket Message
Once HTTP upgrades to WebSocket, the client and server exchange data in frames. Let’s see what the data looks like.
The Opcode, a 4-bit field, shows the type of frame data.
“1” indicates a text frame.
“2” indicates a binary frame.
“8” is a signal to close the connection.
Payload length could be a 7-bit field or extended to include the extended payload length. If both length fields are fully utilized, the payload length could represent several terabytes of data.
WebSocket is suitable for online gaming, chat rooms, and collaborative editing applications. These require frequent interactions between client and server.
In the next part, we’ll discuss another important application-layer protocol - RPC (Remote Procedure Call).
RPC
RPC allows the execution of a function on a different service. From the calling program’s perspective, it appears as if the function is being executed locally. The diagram below illustrates the difference between local and remote procedure calls. We could deploy modules like order management and payment either in the same process or on different servers. When deployed in the same process, it is a local function call. When deployed on different servers, it is a remote procedure call.
Why do we need RPC? Can’t we use HTTP for communication between services? Let’s compare RPC and HTTP in the table below.
The main advantage of RPC over HTTP is its lightweight message format and improved performance. An example is gRPC, which operates on HTTP/2 and delivers better performance due to this.
Let's examine how gRPC works from start to end:
Step 1: A REST call is made from the client. The request body is usually in JSON format.
Steps 2 - 4: The order service (acting as a gRPC client) receives the REST call, transforms it into a suitable format, and then initiates an RPC call to the payment service. gPRC encodes the client stub into binary format and sends it to the low-level transport layer.
Step 5: gRPC sends the packets over the network via HTTP2. Binary encoding and network optimizations make gRPC reportedly up to five times faster than JSON.
Steps 6 - 8: The payment service (acting as a gRPC server) receives the packets, decodes them, and invokes the server application.
Steps 9 - 11: The result from the server application gets encoded and sent to the transport layer.
Steps 12 - 14: The order service receives the packets, decodes them, and sends the result to the client application.
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by "ByteByteGo" <bytebytego@substack.com> - 11:38 - 20 Jul 2023 -
[Ebook] Six Steps to Achieve Business Observability
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E-commerce can benefit many types of retail businesses. How does your online presence stack up?
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:09 - 20 Jul 2023 -
How to motivate and engage employees of all ages
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ON THE EMPLOYEE EXPERIENCE
Investing in a better workplace for all ages
Angelika ReichWhile the pandemic has been a traumatic experience for all of us, it has also offered many employees the opportunity to question their routines and reflect on their needs and motivations—and forced employers to listen. It has changed the power dynamic in the employment market and brought new job-related factors to light.
We researched the factors that matter most to employees across age groups and found that most of the conventional wisdom about generational differences doesn’t hold true. Work preferences are more similar than different by age, which may be especially surprising to employers nervous about generational change and how to adapt, especially to Gen Zers. Yes, Gen Zers are somewhat less concerned than others about compensation and place more value instead on flexibility, career development, meaningful work, and a safe environment. But other age groups also list many of the same factors as most important in their employment decisions.
For example, at all ages, employees highly value career development and learning. You might think that younger people would be more interested in development than people in the later stages of their career. But everyone cares about opportunities to get promoted, change roles, and have a true career path within a company.
In general, I don’t think employers need to provide different things to younger employees versus older ones. But it is important to take a nuanced approach to creating an engaging employee experience. While everyone values flexibility, it can look different across age groups and life stages. Gen Zers may rank flexibility highly so they can spend time on hobbies or traveling, while older millennials with caretaking responsibilities might value parental leave or flexible hours more than the ability to take several weeks of vacation in a row.
If they care for their employees and want to motivate them, employers have to understand people’s needs over the course of their careers. They have to know which moments matter most to their people and build the work experience around those. This means listening to as many workers as possible, using that feedback to create a constant dialogue with employees, and involving them in decisions about their work experience. It also means taking a strategic approach to skill development. If you have visibility into your people’s skills, where you can encourage them to take the next step, and which learning programs will most help them, you’ll better understand what meaningful career development looks like in different life stages.“We know attrition has a high cost: for the average S&P 500 organization, an attrition rate of 10 to 20 percent will cost between $130 million and $270 million.”
Technology can play a huge role in supporting everyone’s development. Companies can use AI, for example, to assess current skill levels and identify stretch assignments that keep people motivated to learn something new and even consider what jobs they could do next. These types of pushes also optimize productivity and performance, as other McKinsey research shows that the most productive, successful employees make regular role changes throughout their careers, not just at the beginning. Of course, learning can be delivered effectively in a hybrid or a remote way. Many learning opportunities can be digitized and gamified. They’re entertaining, so people choose to spend free time on learning.
Still, Gen Zers pose—and face—some unique challenges. There is a higher risk of them leaving if their needs are not satisfied. In hybrid or remote workplaces, it can be harder for Gen Z employees to get the growth and apprenticeship opportunities they need. But I am convinced that a combination of the right leadership style, along with technology, can support development and mentorship in any environment.
Our research found that uncaring leaders ranks among the top three reasons people leave a company or don’t join a new one. When COVID-19 started, managers and leaders were thrown into the deep end as expectations changed; hybrid or remote environments require very different leadership styles. Leaders now need to have the confidence to set a vision for when (and how) to bring people together and when people are allowed to choose where they do their work. That requires a shift from the command-and-control style, which is a way of leading that doesn’t work anymore, for Gen Z or any age group. So, it’s less about “you need to lead Gen Z differently,” than “you need to lead differently in a new environment for everyone.”
We analyze not only the factors for improving the employee experience but also the value at stake by not delivering on that. Companies can’t address their workforce’s needs through incremental improvements; it requires both commitment and true investment. We know attrition has a high cost: for the average S&P 500 organization, an attrition rate of 10 to 20 percent will cost between $130 million and $270 million. In our sample, more than half of workers reported low or moderate satisfaction with their work. This can lead to absenteeism, presenteeism, and quiet quitting, all of which undercut productivity at work and, based on our estimate, could cost the average S&P company around $90 million. Disengagement costs money, and one way or another, companies have to act upon it.ABOUT THE AUTHOR
Angelika Reich is a partner in the Vienna office.
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Frontline workers often have the best ideas for improving productivity, but few companies capitalize on this rich source of creativity. Here’s how worker insights can improve transformations.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:47 - 19 Jul 2023 -
As people leave urban centers, can superstar cities like London and Paris stay vibrant?
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Cities’ vacant offices. Schools are full of kids, and cruise lines are packed with travelers, but commercial real estate is still wrestling with high vacancies and lackluster demand. In 2026, when a third of US office leases expire, we can expect rents to fall and vacancies to climb higher still. That threatens cities that depend on commercial property taxes for a significant share of revenue. Rather than increase taxes, which might antagonize affluent residents, cities might highlight what they do best: green transit, walkable pathways, and cultural amenities. [Atlantic]
• Empty spaces. Vacant office and retail space have grown sharply as hybrid work proliferates. Real estate faces tough challenges in the world's superstar cities—places such as Beijing, Houston, and Paris—which claim a disproportionate share of urban GDP and GDP growth. How long could the pain last? To find out, McKinsey modeled several scenarios. In a moderate scenario, demand for office space may fall 13% in 2030, compared with 2019. In a severe scenario, demand could plunge by as much as 38%, explain Sven Smit, McKinsey’s chair of insights and ecosystems and chair of the McKinsey Global Institute, and coauthors.
• Hybrid places. As residents move out of the densest city areas, they’re taking their shopping elsewhere. In metropolitan areas, foot traffic near stores remains 10 to 20% below prepandemic levels. Foot traffic is also recovering faster in the suburbs than in more heavily populated areas. Challenges like these may imperil the fiscal health of cities. Yet they might also prompt a historic transformation of urban spaces. Consider what actions cities, developers, and other stakeholders could take to turn empty spaces into hybrid places.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:33 - 19 Jul 2023 -
Staying Connected with the Innovation Summit Bangkok 2023 !
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Registration is Ending Soon | oneAPI DevSummit for HPC & AI, Southeast Asia 2023
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by "Intel Software Developer Zone" <intel@plan.intel.com> - 01:46 - 19 Jul 2023 -
Middle managers are the heart of your company
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
What comes to mind when you hear “middle manager”? The word “middle” often implies that the person is headed somewhere else—ideally, to the top. But middle management can be a destination rather than a way station, say McKinsey’s Emily Field, Bryan Hancock, and Bill Schaninger, whose new book Power to the Middle: Why Managers Hold the Keys to the Future of Work comes out today. In a new McKinsey Quarterly article adapted from the book, they explain that middle managers play a critical role of connecting and integrating people and tasks, and should be viewed as being at the center of an organization—which is why the best middle managers are often best off staying exactly where they are. Abandon the outdated assumptions about the middle layer of management and see why offering the right rewards to your most-valued managers can pay off in the long run.
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 07:24 - 18 Jul 2023 -
Improving workforce participation for intersectional workers requires targeted action
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
• Underrepresented in retail. Even though women make up more than 50% of the UK retail workforce (one of the nation’s largest industries), a new report shows they remain underrepresented in leadership roles. New data from a survey of more than 200 businesses reveals that only 41 boast female CEOs or CFOs, while just 13 have female chairs. In addition to the lack of gender diversity, businesses also lack racial diversity in the top ranks: about one-third of boards are made up of only White members. [Bloomberg]
• Falling behind. UK workers who identify as Black, Bangladeshi, and Pakistani are the furthest behind on pay and labor force participation, and those who fall at the intersection of gender and ethnicity are particularly vulnerable. Compared with all other ethnicity and gender combinations, Black, Bangladeshi, and Pakistani women are at the greatest disadvantage, McKinsey senior partner Tania Holt and colleagues reveal. While more women in these groups aged 16 to 25 are furthering their education and starting careers in higher-paying jobs, Black, Bangladeshi, and Pakistani women aged 26 and older face a growing disparity in pay as they continue their careers, due in part to an underrepresentation in leadership positions.
• For the good of all. Improving women’s earning potential translates to economic gains that benefit entire communities. But closing the pay gap for Black, Bangladeshi, and Pakistani women requires targeted effort on the part of employers, starting from an understanding of the economic and cultural experiences of these groups. Recruiting initiatives, professional network building, and transparency in the promotion pipeline could directly improve Black, Bangladeshi, and Pakistani women’s experiences in their organizations. Consider four meaningful actions leaders can take to address racial equality at work.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:13 - 18 Jul 2023 -
Explore India: A top destination for global talent recruitment 🇮🇳
Explore India: A top destination for global talent recruitment 🇮🇳
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- Talent hotspots: Bengaluru, Hyderabad, Pune, Chennai, NCR, and Mumbai are bursting with tech talent. 🎯
- Values matter: In Indian culture, family is paramount. Honoring work-life balance and respecting time off for family events and holidays fosters a productive and supportive work culture. 🤝🏠
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by "Remote" <hello@remote-comms.com> - 10:05 - 17 Jul 2023 -
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The ripple effects of hybrid work and the pandemic’s lasting impact on real estate
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Since the beginning of the pandemic, our relationship with office spaces has dramatically changed. Hybrid work has become the new normal for many—and it is here to stay. So what’s next for office, residential, and retail spaces in major cities? In a new McKinsey Global Institute report, McKinsey’s Jan Mischke, Ryan Luby, Brian Vickery, Jonathan Woetzel, Olivia White, Aditya Sanghvi, Jinnie Rhee, Anna Fu, Rob Palter, André Dua, and Sven Smit take a deep dive into the pandemic’s lasting impact on real estate and the ripple effect of hybrid work on where people live and where they shop. Give it a read and see what it takes to thrive in hybrid spaces.
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Webinar invite: Edge Insight for Industrial Overview
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Murni Jasamai
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Murni has joined Intel since 2018 and works in the Machine Vision and Analytics domains to support solutions for customer enablement. Currently, she is working as a solution enabling and optimization engineer, and one of the main focus areas that she is supporting is Edge Insight for Industrial.
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by "Intel Corporation" <intel@plan.intel.com> - 11:04 - 17 Jul 2023 -
Conducting a midyear tech review: A leader’s guide
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
“Resolutions in technology are essential for companies looking to navigate the uncertainties of 2023,” we observed at the beginning of this year. Tech resolutions—and companies’ commitments to keeping them—may become even more important as disruptive technologies such as generative AI begin to reshape organizations. Leaders who may have put digital transformation on the back burner face a new urgency to deploy technology at scale to improve business performance. The year’s midpoint may be a good time for leaders to examine how their technology plans and actions are shaping up.
There’s a reason this powerful technology dominates the news—besides its appeal to consumers, generative AI offers leaders in almost all industries a unique opportunity to reinvent their businesses. “But it’s worth remembering we’ve seen this movie before,” McKinsey experts caution. “New technologies emerged . . . that set off a melee of experiments and pilots, though significant business value often proved harder to come by.” Our latest research takes some of the guesswork out of generative-AI deployments: we’ve identified nine actions that tech leaders can take to mitigate risk and identify where the technology can create the most value. For example, one possibility may be to develop a “financial AI” capability to estimate the true costs and returns of generative AI. While all parts of an enterprise stand to gain from generative AI’s “superpowers,” our research shows that 75 percent of its value may lie in four functions: customer operations, marketing and sales, software engineering, and R&D.
That’s the number of critical practices that top-performing companies follow more frequently than others—becoming digital leaders as a result. At these organizations, “senior leaders take time to tune up their understanding of the digital tools and practices their businesses need to stay ahead,” note McKinsey senior partner Tanguy Catlin and coauthors in an update of earlier McKinsey research. Hands-on demos may appeal most to leaders who are pressed for time: for example, cross-functional teams at one company displayed the benefits of robotic process automation by sharing models, assumptions, and findings with business leaders at monthly meetings.
That’s McKinsey partner Gayatri Shenai on why technology needs to be integrated with business operations. “Boards and CEOs are increasingly realizing how technology can change the company’s performance trajectory,” says Shenai. CEOs may need to pay attention to three technology issues in particular: its role in business growth, how it is delivered, and whether its foundation is future-proof. “Make sure the decisions you make today help you advance versus hold you back,” suggests McKinsey senior partner Krish Krishnakanthan. “What can you do now with respect to the cloud or micro services, for example?”
With the tech talent market in flux, hiring and retaining skilled people is a challenging task—one that mobility technology company Porsche Digital is meeting head on. “We see that people are motivated most by the job that they’re doing and the people that they are working with,” says Mattias Ulbrich, CEO of Porsche Digital and chief information officer of Porsche AG, in an episode of McKinsey’s Drivers of Disruption podcast. “We introduced agile ways of working several years ago, because you then can take more responsibility to the team and to each individual, and that can really affect the solution that they would like to develop.” Clear career paths, opportunities for professional development, and the ability to work with different technologies and in various roles are other motivators for Porsche Digital employees. The range of choices “makes working more attractive to more people within our company—to have mobility and not having to work for ten years at the same level on the same topics,” says Ulbrich.
Your organization may need to invest in technology immediately but may not want to pay for it right now. Concerned about a possible economic downturn later in the year, many companies (including some tech players) are reducing their IT spending. Psychological barriers—such as the “hassle factor” of making the effort to invest in new technology—may also curtail IT investment. If your budget is tight, consider putting industry-specific needs first: for example, some asset managers are focusing on technologies that power growth, such as AI-enabled analytics, tools that support customized product building, and unified platforms that offer an integrated view of private and public holdings.
Lead with tech savvy.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:50 - 17 Jul 2023 -
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