EP67: Top 9 Microservice Best Practices

Or send us feedback—we’d love to hear from you.

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

แก้ปัญหากวนใจเกี่ยวกับการใช้งานระบบไฟฟ้า! รับแพ็คเกจ Free Services Consulting

Schneider Electric

-

งานบริการในยุค IoT		>ดูออนไลน์

แก้ปัญหากวนใจเกี่ยวกับระบบไฟฟ้า

จากประสบการณ์ที่ผ่านมา เราเข้าใจถึงปัญหาเกี่ยวกับระบบไฟฟ้าที่ล้วนสร้างปัญหาและความเสียหายในการใช้ดำเนินการต่างๆ ในแง่ธุรกิจและความปลอดภัยมากมาย

เพิ่มความมั่นใจและประสิทธิภาพการดูแลบำรุงรักษาระบบไฟฟ้า ชไนเดอร์ อิเลิคทริคขอเชิญท่านร่วมสนุก ตอบคำถามครบทั้ง 5 ข้อ ด้านล่างนี้ ลุ้นเป็นผู้โชคดี 10 ท่าน ได้รับแพ็คเกจ Free Services Consulting จากทีมงานผู้เชี่ยวชาญ มูลค่า 10,000 บาท ฟรี!

ร่วมสนุกง่ายๆ เพียงคลิกตอบ "ใช่" หรือ "ไม่ใช่" จากคำถามทั้ง 5 ข้อนี้ ระบบจะทำการบันทึกคำตอบของท่านโดยอัตโนมัติ ตอบครบ 5 ข้อ รอประกาศรายชื่อผู้โชคดีได้เลย

1. ท่านกำลังเผชิญกับปัญหาไฟตกหรือไฟกระชาก โดยที่รู้หรือไม่รู้สาเหตุ

A. ใช่

B. ไม่ใช่

2. ท่านกำลังเผชิญปัญหากับระบบไฟฟ้าที่ไม่เสถียร รวมถึงไฟฟ้าดับบ่อยครั้ง

A. ใช่

B. ไม่ใช่

3. ท่านกำลังเผชิญกับปัญหาเบรคเกอร์ทริปโดยไม่ทราบสาเหตุ

A. ใช่

B. ไม่ใช่

4. ท่านกำลังเผชิญกับปัญหาอุปกรณ์ไฟฟ้าเสียหายบ่อยครั้ง โดยไม่ทราบสาเหตุ

A. ใช่

B. ไม่ใช่

เงื่อนไขกิจกรรม

ร่วมสนุกตอบคำถามให้ครบทั้ง 5 ข้อลุ้นเป็นผู้โชคดี 10 ท่าน รับรางวัลฯ
ผู้โชคดี 10 ท่าน รับรางวัลเเพ็คเกจ Free Services Consulting การให้คำปรึกษาเกี่ยวกับการบำรุงรักษาระบบไฟฟ้าฟรี โดยผู้เชี่ยวชาญ ชไนเดอร์ อิเล็คทริค
ระยะเวลาการเข้าร่วมกิจกรรม ตั้งแต่วันนี้ - 20 ก.ค. 2566
ประกาศรางวัลผ่านทางอีเมล reply@se.com จากชไนเดอร์ อิเล็คทริค ภายในวันที่ 1 ส.ค. 2566
การตัดสินจากคณะกรรมการถือเป็นที่สิ้นสุด
บริษัทฯ ขอสงวนสิทธิ์ในการเปลี่ยนแปลงเงื่อนไขฯ โดยไม่ต้องแจ้งให้ทราบล่วงหน้า

Digital Services
บริการเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์

EcoConsult

บริการให้คำปรึกษาสำหรับระบบไฟฟ้าและระบบอัตโนมัติ ตรวจสอบ ประเมินผล จับคู่สินทรัพย์ทางไฟฟ้าและระบบอัตโนมัติ เพิ่มประสิทธิภาพและทำให้สินทรัพย์ ตลอดจนระบบของคุณเป็นดิจิทัล

Electrical Digital Twin Service

สร้าง Single line diagram ด้วยซอฟต์แวร์ชั้นนํา ETAP รับคำปรึกษาจากผู้เชี่ยวชาญของเรา เช่น การคํานวณภาวะลัดวงจร, การวิเคราะห์พลังงานที่เกิดขึ้นจาก Arc-flash, เพิ่มประสิทธิภาพให้กับระบบไฟฟ้า (Power quality and Harmonic)

Ecostruxure Transformer Expert

ยืดอายุการใช้งานหม้อแปลงไฟฟ้า ด้วยการบริหารความเสี่ยงที่ดียิ่งขึ้น เพิ่มประสิทธิภาพการใช้งานหม้อแปลง การบำรุงรักษา และการวางแผนเปลี่ยนอุปกรณ์ให้ดียิ่งขึ้น

EcoStruxure Service Plan

ประหยัดเวลาและงบประมาณในการดำเนินงาน พร้อมช่วยให้ธุรกิจมีความต่อเนื่อง ด้วยการบำรุงรักษาที่ถูกต้องในเวลาที่เหมาะสม

ยกเลิกการเป็นสมาชิก | นโยบายความเป็นส่วนตัว

*หากท่านมีความสนใจข้อมูลเพิ่มเติมและต้องการรับคำแนะนำจากผู้เชี่ยวชาญ ชไนเดอร์ อิเล็คทริค โปรดติดต่อผ่านอีเมล Marcom.thailand@se.com

+ 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

© 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.

by "Schneider Electric" <reply@se.com> - 09:01 - 10 Jul 2023

Urgent

Dear info@learn.odoo.com

I have sent you this email from Goma, Democratic Republic of Congo.

I am writing to inquire if you or your company can supply food (rice,beans) to this region.

We shall pay upfront, before your supply.

Regards,

David Moussavou

david_moussavou@yahoo.com

Goma Democratic Republic of Congo

by "David moussavou" <support@hostgai.com> - 07:14 - 10 Jul 2023

Order

Dear Sir/Ma,

I am sending this email on behalf of the Sudanese Revolutionary Front (SRF),

I am inquiring if your company can supply Toyota Hilux Vehicles to our revolutionary movement in sudan.We shall make upfront payment before the supply.

You don’t have to send shipment directly to Sudan. The shipment could be sent to Port Massawa Eritrea, and we shall handle the rest ourselves to Sudan.

Let me hear from you.

Regards,

Col. Wahid Yusuf.

Email: colyusufwahid@yandex.com

Sudanese Revolutionary Front (SRF)

by "Yusuf wahid" <colyusufwahid@getnada.com> - 05:10 - 10 Jul 2023

Explore Spain's thriving tech scene for your next recruitment round… 🇪🇸

Hi MD,

As a global hiring manager, you're always scouting for the most cost-effective and talent-rich markets… 💡 And Spain 🇪🇸 could be your next recruitment hotspot!

Spain's vibrant tech scene is gaining international attention, and for very good reasons:

🎯 Cost-effective market: Spain boasts software salaries that are approximately 60% lower than those in the U.S., and 23% lower than in the UK and Germany.
💰 Competitive salaries: The average base salary for a senior backend engineer stands at a competitive $84,000 USD.

Get More Info

🌍 New visa opportunities: Spain's newly introduced digital nomad visa is a significant draw for top talent.
🏞️ Popular expat locations: Madrid and Catalonia are the go-to spots for U.S. expats, while those from the UK are captivated by the sunny allure of Andalusia.
🍻 Rich cultural experiences: In Spain, fostering personal connections is key to business success. Don't be surprised if your next deal is sealed over a plate of delicious tapas and a refreshing cerveza!

Could Spain be your next talent hub? 🚀 Learn more about hiring considerations in Spain.

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Remote makes employment globally easy.

With our localized contracts, easy invoice management, and best-in-class compliance, you can grow your global team with confidence.

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by "Remote" <hello@remote-comms.com> - 08:02 - 10 Jul 2023

ถึงเวลาดูแล Micrologic ที่ใช้มาอย่างยาวนาน! | ชไนเดอร์ อิเล็คทริค

Schneider Electric

-

บริการเชิงรุก Digital Services		ดูออนไลน์

ถึงเวลาดูแล Micrologic
ที่ผ่านการใช้งานมายาวนาน!

Micrologic ส่วนประกอบสำคัญของ Air Circuit Breaker รุ่น Masterpact NW/NT ที่จะมอนิเตอร์และสั่งการเบรกเกอร์ให้ดูแล ป้องกันระบบไฟฟ้าของท่าน ส่วนประกอบหลัก Micrologic คือ ชิ้นส่วน electronic จากใช้งานกว่า10 ปีนั้น จะมีการเสื่อมสภาพการใช้งาน ตามสภาพแวดล้อมหรือขาดการดูแลบำรุงรักษา อาจส่งผลกระทบต่อการทำงานของเบรกเกอร์

ชไนเดอร์ อิเล็คทริค ขอนำเสนอชิ้นส่วนสำรองสาหรับเบรกเกอร์ Micrologic มาเพื่อพิจารณาดังนี้

Micrologic ในส่วนที่เป็น Feeder: ชิ้นส่วนสำรอง Micrologic 2.0E
Micrologic ในส่วนที่เป็น Main หรือ Feeder: ชิ้นส่วนสำรอง Micrologic 6.0E

สแกน QRcode ด้านล่างเพื่อรับสิทธิสิทธิราคาพิเศษ!

โปรโมชั่นพิเศษ

จดหมายแนะนำ

ที่สุดแห่งงานบริการ

ชไนเดอร์ อิเล็คทริค บริการเชิงรุก วิเคราะห์ คาดการณ์ ลดดาวน์ไทม์ กับ Digital Services

รับชมวิดิโอ

+ 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.

by "Schneider Electric" <reply@se.com> - 04:01 - 10 Jul 2023

What makes a CEO exceptional: A leader’s guide

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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

Almost no one would dispute that the CEO’s role has always been exceptional in the breadth and depth of the skills that it calls for. But in today’s volatile business environment, the requirements for reaching the top of the corporate ladder have become more stringent than ever. During our conversations with the heads of public- and private-sector enterprises around the world, we’ve collected a wealth of observations and advice from which leaders at all levels may benefit. This week, we feature some highlights of what we’ve heard over the years.

AN IDEA

An image linking to the web page “The CEO alpha: The advantages of exceptional leadership” on McKinsey.com.

Master the performance equation

The more outstanding its leader, the better an organization performs. There’s even a name for this outcome: CEO alpha. Coined by McKinsey, the term “refers to when a company outperforms because its CEO is also outperforming,” says McKinsey senior partner Sacha Ghai. While the concept of CEO alpha applies particularly to the financial sector, it can occur in any industry—a CEO who can create alpha needs to have certain distinctive capabilities, including being able to conduct strategic planning in a short time frame, working effectively with boards, allocating resources dynamically, and creating value with new technologies. And “having a CEO who is a fabulous talent developer and recruiter, who can pitch a terrific story and who surrounds him- or herself with outstanding talent, makes all the difference in the world,” says Ghai.

A BIG NUMBER

58%

That’s how much more likely exceptional CEOs are than others to conduct a strategic review in the first two years of their tenure, according to research led by McKinsey’s Michael Birshan, Thomas Meakin, and Kurt Strovink. By making such bold moves early on, exceptional CEOs build strategic momentum. They are less likely than average CEOs to undertake organizational redesign or management-team reshuffles in their first two years on the job. “There are only so many initiatives and changes that organizations and people can absorb in a short space of time,” the McKinsey experts say. “Investing in a robust strategic review will provide a surer perspective for setting a strategic direction. A grounding in the organization’s context, meanwhile, will help calibrate the speed and scope of change.”

A QUOTE

“What we would advocate is a lean-forward posture.”

That’s McKinsey senior partner Liz Hilton Segel in a podcast on CEO priorities for 2023. “This is a time for courage—for asking yourself what you feel inspired to change now,” she says. Whether it’s an M&A strategy or investing in new capabilities, leaders may just want to forge ahead bravely, suggests Segel, as courage itself can be a competitive advantage in turbulent times. She notes that bold actions can “set the tone of an aspirational mindset and culture—to not accept the deck you’re handed as a given, but rather to say, ‘How am I going to make a play out of this?’” It’s also essential for CEOs to “dream big,” says McKinsey senior partner Homayoun Hatami. “There are lots of opportunities out there for new-business building.”

A SPOTLIGHT INTERVIEW

For Vipul Chawla, group CEO of Singapore’s FairPrice supermarket chain, excelling in his role is about being hands-on—including picking, packing, and fulfilling orders in his first few months on the job. “I said to myself that unless I invested at least 100 hours doing something, I didn’t have the license to even have a conversation with my team, let alone make decisions,” he says in a discussion with McKinsey senior partner Rohit Razdan. His stint as a cashier, for example, enabled Chawla to see that customer transactions at checkout were needlessly complicated and could be simplified: “It created an empathy for what our staff went through and what was possible.” This empathetic approach underlies the three pillars of Chawla’s leadership strategy: culture, purpose, and people. “Those are the three things I’m maniacally focused on,” he says.

ABOUT TIME

An image linking to the web page “Staying ahead: How the best CEOs continually improve performance” on McKinsey.com.

You’re midway through your career, as a chief executive or other senior leader, and things are going well: you’re expanding your knowledge, refreshing your strategy, and positioning your organization for the future. But how long can you sustain this level of engagement and achievement? Certainly not forever. This is why good CEOs also know when it’s time to quit. Personal goals, poor fit, burnout, lack of new ideas, and shifting priorities are among the many reasons senior executives choose to step down. As business conditions change, leaders may need to hone their ability to spot when it’s time to leave—preferably before they are forced to do so.

Lead exceptionally well.

— Edited by Rama Ramaswami, senior editor, New York

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TODAY’S NEWS. TOMORROW’S INSIGHTS.
A daily newsletter from McKinsey & Company

by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 01:10 - 10 Jul 2023

Rapid organizational change means CEOs need to step up with a strategic response

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

Hit the ground running

In the news

•

Return-to-work roulette. Postpandemic, the debate on returning to the office rages on, with offices at only 50% of prepandemic occupancy rates. Some companies are relying on carrots (for example, offering to make a $10 donation to an employee’s preferred charity for each day that person works from the office) or sticks (making performance reviews contingent on attendance) to lure people back to their desks. They’re also touting the benefits of impromptu meetings and in-person conversations. Other companies are making decisions about remote versus in-person work based on specific role functions. [NYT]

•

Mind the skills gap. A rapidly evolving job market means that the global skills gap is growing. By 2027, the world’s labor markets will add roughly 70 million new jobs, but 83 million may be cut, according to the World Economic Forum. Its 2023 Future of Jobs report lists the top ten in-demand skills, a mix of “soft skills,” such as curiosity and lifelong learning, and “hard skills,” such as tech literacy. By recognizing the importance of a tech-literate workforce, employers could start reconsidering degree requirements and creating more flexible job paths. [Fortune]

A relentless focus on talent is the only way to bridge a huge capability chasm, since only 5% of our survey respondents say their organizations have the capabilities they need.

On McKinsey.com

•

A need for speed. Organizational changes are afoot, touching everything from companies’ working models (in person versus remote) to productivity (balancing the power of generative AI with its inherent risks). Research by McKinsey senior partner Dana Maor and colleagues reveals that organizational structures often prevent leaders from responding to these shifts. By increasing speed—removing hierarchy to empower employee-led decision making—companies can be better prepared for the ongoing rapid pace of change. Forming smaller, cross-functional teams is one way to move at pace .

•

Leadership redefined. Change without strong leadership can be disorienting for employees. Having the right talent in the right place and creating a culture of learning and flexibility can help companies succeed even during uncertain times. A top-down approach to understanding what people care about, from coaching opportunities to recognition for a job well done, means making leadership authentic and personal. Read our article to see four “superpowers” that can help CEOs appropriately respond to organizational changes.

Focus on four areas

— Edited by Gwyn Herbein, editor, Atlanta

Or send us feedback—we’d love to hear from you.

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ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE

by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:12 - 10 Jul 2023

The week in charts

The Week in Charts

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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 short-haul flying, women leaders in the public sector, automation in agriculture, and Africa’s economic growth.

FEATURED CHART

Is regional air travel ready for liftoff?

This week’s other select charts

A leadership opportunity in the public sector

Going whole hog on automation

Aiming for growth in Africa

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Puede que un chatbot no le quite su trabajo, pero es casi seguro que lo cambiará. A continuación, le explicamos cómo empezar a pensar en poner a la inteligencia artificial a trabajar para usted.

by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:46 - 8 Jul 2023

EP67: Top 9 Microservice Best Practices

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EP67: Top 9 Microservice Best Practices

ByteByteGo

Jul 8

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This week’s system design refresher:

Evolution of the Netflix API Architecture (YouTube video)
Microservice Best Practices
Code Review Pyramid
Kubernetes Periodic Table
10 Principles for Building Resilient Payment Systems by Shopify

👋 Goodbye low test coverage and slow QA cycles (Sponsored)

Whether you need 200 test cases or 2000, QA Wolf will get your web app to 80% automated end-to-end test coverage in just 4 months. All they need is a product tour and access to an environment to get started.

QA Wolf will:

Build your tests in open-source Microsoft Playwright — you own the tests
Run your entire test suite in 3 minutes as many times as you want, on their parallel testing infrastructure, at no additional cost
Maintain the tests for you 24 hours a day
Investigate all test failures and report only human-verified bugs
Integrate into your CI pipeline

Skeptical? Think your web app is too complex? QA Wolf offers a 90-day pilot so you can try them out. Schedule a demo to get started.

Learn more

Evolution of the Netflix API Architecture

The Netflix API architecture went through 4 main stages.

Monolith
Direct access
Gateway aggregation layer
Federated gateway

We explain the evolution in a 4-minute video.

9 best practices for developing microservices

When we develop microservices, we need to follow the following best practices:

Use separate data storage for each microservice
Keep code at a similar level of maturity
Separate build for each microservice
Assign each microservice with a single responsibility
Deploy into containers
Design stateless services
Adopt domain-driven design
Design micro frontend
Orchestrating microservices

Over to you - what else should be included?

The Code Review Pyramid

By Gunnar Morling

Over to you - Any other tips for effective code review?

Kubernetes Periodic Table

A comprehensive visual guide that demystifies the key building blocks of this powerful container orchestration platform.

This Kubernetes Periodic Table sheds light on the 120 crucial components that make up the Kubernetes ecosystem.

Whether you're a developer, system administrator, or cloud enthusiast, this handy resource will help you navigate the complex Kubernetes landscape.

Guest post by Govardhana Miriyala Kannaiah

10 principles for building resilient payment systems (by Shopify)

Shopify has some precious tips for building resilient payment systems.

Lower the timeouts, and let the service fail early
The default timeout is 60 seconds. Based on Shopify’s experiences, read timeout of 5 seconds and write timeout of 1 second are decent setups.
Install circuit breaks
Shopify developed Semian to protect Net::HTTP, MySQL, Redis, and gRPC services with a circuit breaker in Ruby.
Capacity management
If we have 50 requests arrive in our queue and it takes an average of 100 milliseconds to process a request, our throughput is 500 requests per second.
Add monitoring and alerting
Google’s site reliability engineering (SRE) book lists four golden signals a user-facing system should be monitored for: latency, traffic, errors, and saturation.
Implement structured logging
We store logs in a centralized place and make them easily searchable.
Use idempotency keys
Use the Universally Unique Lexicographically Sortable Identifier (ULID) for these idempotency keys instead of a random version 4 UUID.
Be consistent with reconciliation
Store the reconciliation breaks with Shopify’s financial partners in the database.
Incorporate load testing
Shopify regularly simulates the large volume flash sales to get the benchmark results.
Get on top of incident management
Each incident channel has 3 roles: Incident Manager on Call (IMOC), Support Response Manager (SRM), and service owners.
Organize incident retrospectives
For each incident, 3 questions are asked at Shopify: What exactly happened? What incorrect assumptions did we hold about our systems? What we can do to prevent this from happening?

Reference:
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by "ByteByteGo" <bytebytego@substack.com> - 11:52 - 8 Jul 2023

La IA generativa y el futuro del trabajo

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Destacados mensuales, julio 2023

La IA generativa es poderosa, accesible y está a punto de cambiar la anatomía del trabajo. ¿Qué pueden hacer ahora los líderes de recursos humanos para prepararse para la inevitable disrupción? En la historia destacada de este mes, los líderes de talento Bryan Hancock y Bill Schaninger hablan con la presidenta del Consejo de Tecnología de McKinsey, Lareina Yee, sobre las promesas y los inconvenientes de usar la IA generativa en RRHH, desde el reclutamiento hasta la gestión del desempeño y el crecimiento profesional habilitado por chatbot. Otros temas destacados en la edición de este son los siguientes:

•

los cuatro "superpoderes" que pueden ayudar a los CEOs a responder a cambios organizacionales significativos

•

los escenarios potenciales de la inflación, las tasas de interés y el crecimiento hasta 2030

•

cómo los CEOs pueden cultivar un gran diseño

•

Qué están haciendo bien las empresas y qué pueden mejorar en materia de trabajo flexible

La selección de nuestros editores

La IA generativa y el futuro de los RRHH

Esté preparado

LOS DESTACADOS DE ESTE MES

Todo cambia: La nueva era de la agitación organizacional perpetua

Para prosperar en un momento en que los cambios masivos están sacudiendo a sus organizaciones, los líderes empresariales deben centrarse en los "superpoderes" de la velocidad, la tecnología, el talento y el liderazgo.
4 superpoderes

Un vistazo a la salud y riqueza futuras de nuestra economía global

Un nuevo informe de McKinsey analiza cuatro escenarios de inflación, tasas de interés y crecimiento durante la próxima década. Tres de los resultados económicos presagian estancamiento y estanflación, pero uno ofrece esperanza.
4 escenarios

“El proceso creativo es fabulosamente impredecible. Una gran idea no se puede predecir”

En este episodio de The Quarterly Interview: Provocations to Ponder, Jony Ive, exjefe de diseño de Apple, habla sobre lo que se necesita para que el proceso creativo prospere en cualquier empresa.
Piense creativamente

¿Está su lugar de trabajo preparado para el trabajo flexible? Una encuesta ofrece pistas

El trabajo flexible puede mejorar tanto el compromiso de los empleados como los ahorros inmobiliarios. Aquí explicamos cómo pueden prepararse los inquilinos y los inversionistas.
Adáptese a las necesidades cambiantes

El mundo de los 'y': Los consumidores marcan la pauta

Los comportamientos de los consumidores están divergiendo en direcciones a veces paradójicas. ¿Cómo pueden las empresas detectar rápidamente estas tendencias y responder a ellas?
4 tendencias

Logistics Disruptors: Fomentar la confianza en el comercio electrónico latinoamericano

Andrés Felipe Archila, de Melonn, dice que la empresa espera ganarse a los vendedores y compradores en línea mejorando la transparencia y la fiabilidad.
Cuide los pequeños detalles

El efecto multiplicador: cómo crecen los B2B ganadores

Nuestra última encuesta de B2B Pulse en Latinoamérica revela que algunas empresas están combinando estrategias ganadoras para aumentar su participación de mercado en más del 10 por ciento anual, incluso en tiempos de incertidumbre económica.

Conozca más

Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés.

ALSO New

Reimagining economic growth in Africa: Turning diversity into opportunity

The economic potential of generative AI: The next productivity frontier

Getting a read on the state of organizations

Author Talks: What does it mean to be a good middle manager?

Barbarians at the gate?

Managing the forces of fragmentation: How IT can balance local needs and global efficiency in a multipolar world

A culture of conviction: An interview on organizational transformation with the former CEO of Société Générale

What do higher education students want from online learning?

Unlocking commerce in the metaverse

Growing a global tech unicorn: Five key insights from Infobip

Voices of CEO excellence: Merck’s Ken Frazier

OUT NOW: 2022 ESG Report

Creating a more sustainable, inclusive, and growing future for all: While the simultaneous pursuit of growth, sustainability, and inclusion may seem to present trade-offs, we are embracing all three in partnership with our clients.

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by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 09:08 - 8 Jul 2023

Are you on social media? Here’s how businesses can use social channels to stand out.

On Point

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 social network effect

In the news

•

Tik, Tok, shop. After getting its start on Chinese social media, livestream shopping is growing in the US, with one research firm predicting that the country’s sales could reach $50 billion by the end of the year. To capture growing demand, several e-commerce and social media companies are developing platforms that enable live product demonstrations and real-time purchases. One influencer and live-shopping show host said that consumers will sometimes buy up to 3,000 products in a single show. [CNBC]

•

Influencing by another name? A new group of online trendsetters called “deinfluencers” are telling their followers what not to buy. Typically, they try to dissuade users from purchasing overpriced products and participating in what they perceive as wasteful trends. While deinfluencers can keep brands honest, they’re still part of the overall social media hype cycle—and might even be paid by rival brands, a social media analyst shares. [CNN]

Globally, the social-commerce market is expected to grow to more than $2 trillion by 2025.

On McKinsey.com

•

Waiting to hear back. McKinsey has identified social media’s four primary functions for businesses, including using social channels to respond to consumer requests. While companies face growing pressure to be present and responsive online, only about half are meeting expectations for response time on social media, per a recent study. Addressing online complaints quickly could increase shoppers’ positive feelings about a brand while delivering a great customer experience, McKinsey senior partner Renny Thomas and colleagues explain.

•

Bye-bye, brand loyalty. Three-quarters of customers changed the way they shopped, the products they bought, or tried a new store during the COVID-19 pandemic, senior partner Kelsey Robinson and coauthors find. In a time of decreasing consumer loyalty, companies that personalize their social media channels may improve performance. Tailoring messages to individuals can lower customer acquisition costs, increase revenue, and drive conversions, studies show. For more on social commerce, the latest social media strategies and trends, and key business risks, explore our McKinsey Explainer on social media .

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:38 - 7 Jul 2023

Database Indexing Strategies

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Database Indexing Strategies

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Jul 6

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In this article, we are going to explore effective database indexing strategies. Database performance is critical to any large-scale, data-driven application. Poorly designed indexes and a lack of indexes are primary sources of database application bottlenecks. Designing efficient indexes is critical to achieving good database and application performance. As databases grow in size, finding efficient ways to retrieve and manipulate data becomes increasingly important. A well-designed indexing strategy is key to achieving this efficiency. This article provides an in-depth look at index architecture and discusses best practices to help us design effective indexes to meet the needs of our application.

Basics of Indexing

Let's start with the basics of indexing in databases. An index, much like the index at the end of a book, is a data structure that speeds up data retrieval operations. Just as a book index lists keywords alongside page numbers to help locate information quickly, a database index serves a similar purpose, speeding up data retrieval without needing to scan every row in a database table.

The structure of a database index includes an ordered list of values, with each value connected to pointers leading to data pages where these values reside. Index pages hold this organized structure which provides a more efficient way to locate specific information.

Indexes are typically stored on disk. They are associated with a table to speed up data retrieval. Keys made from one or more columns in the table make up the index, which, for most relational databases, are stored in a B+ tree structure. This structure allows the database to locate associated rows efficiently.

Finding the right indexes for a database is a balancing act between quick query responses and update costs. Narrow indexes, or those with fewer columns, save on disk space and maintenance, while wide indexes cater to a broader range of queries. Often, it requires several iterations of designs to find the most efficient index.

In its simplest form, an index is a sorted table that allows for searches to be conducted in O(Log N) time complexity using binary search on a sorted data structure.

Various data structures, such as B-Trees, Bitmaps, or Hash Maps, can be used to implement indexes. Though all these structures offer efficient data access, their implementation details differ.

For relational databases, indexes are often implemented using a B+ Tree, which is a variant of B-Tree.

Primer on B+ Tree

The B+ Tree is a specific type of tree data structure, and understanding it requires some background on its predecessor, the B-Tree.

The B-Tree, or Balanced Tree, is a self-balancing tree data structure that maintains sorted data and allows for efficient insertion, deletion, and search operations. All these operations can be performed in O(Log N) time.

Here’s what distinguishes the structure of a B-Tree:

All leaves are at the same level - this is what makes the tree 'balanced'.
All internal nodes (except for the root) have a number of children ranging from d (the minimum degree of the tree) to 2d. The root, however, has at least two children.
A non-leaf node with ‘k' children contains k-1 keys. This means if a node has three children (k=3), it will hold two keys (k-1) that segment the data into three parts corresponding to each child node.

The B-Tree is an excellent data structure for storing data that doesn't fit into the main memory because its design minimizes the number of disk accesses. And because the tree is balanced, with all leaf nodes at the same depth, lookup times remain consistent and predictable.

The B+ Tree is a variant of the B-Tree and is widely used in disk-based storage systems, especially for database indexes. The B+ Tree has certain unique characteristics that improve on the B-Tree.

In a B+ Tree, the data pointers (the pointers to the actual records) are stored only at the leaf nodes. The internal nodes only contain keys and pointers to other nodes. This means that many more keys can be stored in internal nodes, reducing the overall height of the tree. This decreases the number of disk accesses required for many operations.
All leaf nodes are linked together in a linked list. This makes range queries efficient. We can access the first node of the range and then simply follow the linked list to retrieve the rest.
In a B+ Tree, every key appears twice, once in the internal nodes and once in the leaf nodes. The key in the internal nodes acts as a division point for deciding which subtree the desired value could be in.

These features make B+ Trees particularly well-suited for systems with large amounts of data that won't fit into main memory. Since data can only be accessed from the leaf nodes, every lookup requires a path traversal from the root to a leaf. All data access operations take a consistent amount of time. This predictability makes B+ Trees an attractive choice for database indexing.

Now we understand how B+ Tree is used for indexing, let’s see how a typical database engine uses it to maintain indexes.

Clustered Index

A clustered index reorders the way records in the table are physically stored. It does not store rows randomly or even in the order they were inserted. Instead, it organizes them to align with the order of the index, hence the term “clustered”. The specific column or columns used to arrange this order is referred to as the clustered key.

The arrangement determines the physical order of data on disk. Think of it as a phonebook, which is sorted by last name, then first name. The data which is phone number and address is stored along with the sorted index.

(maybe a picture of how a phone book works?)

However, because the physical data rows can be sorted in only one order, a table can have only one clustered index. Adding or altering the clustered index can be time-consuming, as it requires physically reordering the rows of data.

It's also important to select the clustered key carefully. Typically, it's beneficial to choose a unique, sequential key to avoid duplicate entries and minimize page splits when inserting new data. This is why, in many databases, the primary key constraint automatically creates a clustered index on that column if no other clustered index is explicitly defined.

However, an exception to this general guidance is PostgreSQL. In PostgreSQL, data is stored in the order it was inserted, not based on the clustered index or any other index. However, PostgreSQL provides the CLUSTER command, which can be used to reorder the physical data in the table to match a specific index. It's important to note that this physical ordering is not automatically maintained when data is inserted or updated - to maintain the order, the CLUSTER command needs to be rerun.

Non-clustered Index

Non-clustered indexes are a bit like the index found at the back of a book. They maintain a distinct list of key values, with each key having a pointer indicating the location of the row that contains that value. The pointers tie the index entries back to the data pages.

Since non-clustered indexes are stored separately from the data rows, the physical order of the data isn't the same as the logical order established by the index. This separation means that accessing data using a non-clustered index involves at least two disk reads, one to access the index and another to access the data. This is in contrast to a clustered index, where the index and data are one and the same.

A major advantage of non-clustered indexes is that we can have multiple non-clustered indexes on a table, each being useful for different types of queries. They are especially beneficial for queries involving columns not included in the clustered index. They enhance the performance of queries that don't involve the clustered key or don't require scanning a range of data.

It's important to consider the trade-off. While non-clustered indexes can speed up read operations, they can slow down write operations, as each index must be updated whenever data is modified in the table. It's crucial to strike a balance when deciding the number and type of non-clustered indexes for a given table.

Understanding Index Types

Indexes speed up data retrieval by providing a more efficient path to the data without scanning every row. There are different types of indexes. We’ll take a look at the common ones.

Primary Index

The primary index of a database is typically the main means of accessing data. When creating a table, the primary key often doubles as a clustered index, which means that the data in the table is physically sorted on disk based on this key. This ensures quick data retrieval when searching by the primary key.

The efficiency of this setup largely depends on the nature of the primary key. If the key is sequential, writing to the table is generally efficient. But if the key isn't sequential, reshuffling of data might be needed to maintain the order. This can make the write process less efficient.

Note that while the primary key often serves as the clustered index, this is not a hard and fast rule. The clustered index could be based on any column or set of columns, not necessarily the primary key.

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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 6 Jul 2023

RE: TBS 2023 Attendees Email Contact List

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by "Erica.Jonathan" <erica.jonathan@mktindustrylisting.com> - 08:44 - 6 Jul 2023

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

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by "New Relic" <emeamarketing@newrelic.com> - 07:06 - 6 Jul 2023

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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 12:30 - 6 Jul 2023

Never too tired to make a sale, generative AI is reshaping marketing at lightning speed

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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

Cyborg sales

In the news

•

Endless ad copy. Companies that need marketing and advertising services—and the marketing services that need companies to hire them—are embracing a new tool that may also pose new risks. It’s generative AI (gen AI), and it can pump out infinite lingo, jingles, and catch phrases at little cost. While marketers delight in tech that can cut the cost of an ad campaign by 90%, fears of intellectual-property disputes and digital-ad giants taking an even greater piece of the pie abound. Copywriters and graphic designers also have much to gain—and to lose—as AI creeps deeper into the industry. [WSJ]

•

Boss talk. A recent survey of 82 senior marketing executives revealed that they expect gen AI to help them cut costs by an average of 13%—and 19% of respondents think that reducing internal head counts will make up the bulk of those savings. More than 60% of respondents said they think AI will help create new kinds of content, while 78% said it will lead to greater efficiency. Nearly half of the respondents predict their teams will shrink due to AI, and nearly half predict that marketing budgets will gradually be reduced. [WSJ]

At successful companies, we’ve found there is a clearly defined AI vision and strategy and more than 20% of digital budgets are invested in AI-related technologies.

On McKinsey.com

•

Sales partner. A fifth of current sales-team functions could be automated, and organizations that invest in AI are seeing revenue grow by 3 to 15%, report McKinsey senior partner Steve Reis and fellow authors. Generative AI is particularly good at generating personalized content and communication, due to its ability to analyze customer characteristics, behavior, and preferences. While AI can speak directly to potential customers with personalized emails and chatbots, it can also function as an assistant to human salespeople, offering advice and reminders.

•

Steps to success. Companies can take six no-regrets steps to transform sales and marketing teams with AI. First, they can conduct an AI audit that evaluates how gen AI could fit in. Second, they can form a commercial gen-AI taskforce to explore opportunities. Next, by identifying low-risk use cases, they can begin testing; they can also start training the sales team in the basics to inspire further experimentation. Finally, companies can establish guidelines that protect sensitive customer data and establish a process for verifying output. Learn more about getting a gen-AI strategy under way in marketing and sales.

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