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by "fliy" <fliy@autexsolartechltd.com> - 04:50 - 10 Apr 2025

They turned OFA on its head! You gotta see this!

Hoping you got my email on Tuesday… Something BIG is coming!

Russell is serious about this because apparently he and Trey have a friendly little competition (...and possibly wager) going on with this OFA!

They want to see who’s team can earn the most $$$ in 30 days! Haha!!

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Maybe it’s because he burned OFA down and built it again from the ground up…

Or maybe it’s their friendly little competition…

But I’ve never seen him dialed in like this to help Funnel Hackers…

They completely revamped the One Funnel Away Challenge, and Russell and Trey are going all in for the students that pick “their” path!

What that means is… You’re not only getting incredible content, strategies, and funnels… You’re going to get the absolute best training and coaching possible with this “new” OFA format!

Russell is kicking it off Monday! Yea… That’s just a few days away!

If you haven’t signed up yet, do yourself a favor and SIGN UP NOW!

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Expert Or Ecom - Which OFA Track Is Right For You? (Starts Next Monday) >>

With this new OFA that Russell created… The possibilities are limitless for you!

Imagine where you could be 30 days from now if you really buckle down on this and try.

Be honest… A lot of us “say” we’re trying… But have you really been trying? What would happen if you really, truly TRIED for 30 days??

Like… went 110% for 30 days… What would happen?

Now’s your chance!

Expert Or Ecom - Which OFA Track Is Right For You? (Starts Next Monday) >>

Hope to see you there!

Todd Dickerson

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OOP Design Patterns and Anti-Patterns: What Works and What Fails

͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏ ͏

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OOP Design Patterns and Anti-Patterns: What Works and What Fails

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Writing clean, maintainable, and scalable code sounds easy as a requirement, but is a constant challenge when developing real-world applications.

As projects grow, the task becomes more complex. One way to simplify it is by identifying recurring design problems, which can be solved using appropriate design patterns.

Design patterns are proven, reusable solutions to common software design problems. They provide best practices and structured approaches for solving recurring challenges. These patterns are not concrete implementations but templates or guidelines that can be adapted to specific use cases.

But what makes design patterns important? Here are a few basic reasons:

Patterns often encourage modular and reusable code.
Well-structured designs make the codebase easier to understand, modify, and extend.
Patterns allow new features to be added without major rewrites.
Design patterns provide a common vocabulary for discussing software architecture, improving collaboration among developers.

However, anti-patterns also exist. They are often bad practices that lead to unmaintainable, inefficient, and overly complex code.

From a developer’s perspective, understanding both design patterns and anti-patterns is essential for writing high-quality software. Knowing design patterns helps developers apply the right solutions to common problems while recognizing anti-patterns allows them to avoid common mistakes that lead to bad architecture.

In this article, we’ll first look at the most popular OOP Design Patterns. Then, we will also investigate the common anti-patterns that should be avoided.

Popular OOP Design Patterns...

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2025 World Procurement Congress

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How women can succeed at work

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Winning at work

In the news

•

The art of asking questions. How can women pose the kinds of queries that propel their career growth? As one Harvard Business School expert reveals, research finds that women would much rather ask questions in intimate, one-on-one settings, where the risks of judgment or shame may feel lower, than speak in front of large audiences. To get more comfortable asking leaders questions, women can consider pulling someone aside before or after a major meeting. Another helpful strategy is to ask follow-up questions, a habit that few people tend to practice. [HBR]

•

What working women want. US women look for employers that provide job security and leaders who clearly explain their decisions and support mental and physical health, according to a new study. As Newsweek reports, the research—which included about 215,000 interviews with women workers—found that a smaller share of US women than men endorse their employers. Surveying women about their workplace experiences can help companies better meet their needs, one psychologist says. [Newsweek]

“In the US, women are 50% more likely to be in a job that will likely be eliminated in the next five to ten years.”

On McKinsey.com

•

Fewer advancement opportunities. If career advancement were a ladder, many women find that the first rung is broken. That’s what McKinsey Senior Partners Kweilin Ellingrud , Lareina Yee , and María del Mar Martínez —authors of the new book The Broken Rung—reveal in a recent episode of The McKinsey Podcast. Although about half of corporate America’s entry-level employees are women, only 81 of them are promoted to a manager role for every 100 men who are offered that same opportunity.

•

Transcending the broken rung. Women of color can find it even more difficult to advance. For every 100 men who get that well-earned opportunity to be promoted, only 65 Latinas and 54 Black women make that first step up to manager, Ellingrud explains. But women who build on-the-job wisdom, knowledge, and experience are better positioned for career growth, regardless of their background. Discover three things that women can do now—such as developing technology and entrepreneurial skills—to accelerate their careers.

Elevate your job prospects

—Edited by Belinda Yu, editor, Atlanta

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High-Precision H-Beam Welding Machines for Your Needs

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Customized Promotional Gift Solutions

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Where the economic action will be

Re:think

FRESH TAKES ON BIG IDEAS

ON THE ARENAS OF COMPETITION

How to identify the growth industries of tomorrow

Chris Bradley

In 2005, the top ten global companies averaged about $250 billion in market cap. They belonged to a very traditional, very old set of industries, such as oil and gas, pharmaceuticals, retailing, and banking. There was just one software company on the list: Microsoft. Today, nine of these companies are no longer on the top ten list, and the companies that replaced them are from a very different set of industries. By 2023, these firms were eight times bigger than those they replaced. Looking back, it seems that something almost magical was happening.

Research by the McKinsey Global Institute shows that these new top industries sprang from a remarkably small number of crucibles, which we call “arenas of competition.” Arenas are where the action is in the business world. Two main characteristics define them: They account for an outsize share of economic growth, and market shares of companies within them change to an outsize degree—a metric we call “dynamism.”

Using these two main criteria, we first identified 12 arenas of today, which arose between 2005 and 2020. They include industries such as consumer internet, software, semiconductors, and video and audio entertainment. These industries became epicenters of growth, largely driven by digital and silicon innovations that spurred enormous new technology races.

In that 15-year period, arenas grew their revenues at a CAGR of 10 percent, two and a half times faster than nonarenas, which grew at just 4 percent. In addition, the market caps of today’s arenas grew at a 16 percent CAGR, almost three times faster than nonarenas. Arenas also tripled their global GDP share to 9 percent, from 3 percent, in that period. They generated just 9 percent of our sample’s economic profit in 2005, but by 2019, they accounted for 49 percent.

So the differences between arenas and nonarenas are dramatic. To borrow an analogy from Harry Potter, arenas are like wizards, while normal industries are like muggles. Arenas, like wizards, operate with slightly different rules than muggles and make their own magic.

Arenas improve their capabilities by escalating investment in R&D. So if I check the six Big Tech companies today, they are spending over $400 billion a year on capital expenditures and R&D. To put that in context, the Apollo space program, in today’s dollars, was about $190 billion.

“The 12 arenas of today tripled their share of GDP growth to 9 percent, from 3 percent.”

In arenas, greater spending on R&D also drives industry shakeouts and hyperscaled global structures. Arenas also earn far greater profits than other industries do, spawn a disproportionate number of global giants, and offer unusually strong opportunities for new entrants to become powerhouses.

This is where the wizardry comes in. Technology breakthroughs make possible what we call an “arena-creation potion,” which enables the escalatory mode of competition that characterizes arenas. The potion has three ingredients: a reset of the technology platform, a huge incentive to escalate investments that improve quality and often have increasing returns to scale, and the presence of a large, addressable market. The magic happens when you get these three ingredients right, leading to escalatory competition among companies that make large investments to gain both market share and higher product quality.

We used the three elements of the potion to try to peer into the future and spot arenas that could plausibly emerge between now and 2040. We identified 18, which could account for one-third of all economic growth going forward. They include AI, space, obesity drugs, and nuclear fission, to name a few.

Together, they could yield $29 trillion to $48 trillion in revenues and $2 trillion to $6 trillion in profits by 2040. Furthermore, in terms of impact on the economy, we estimate that they could grow from about 4 percent of GDP in 2022 to 10 to 16 percent by 2040. This translates to an 18 to 34 percent share of total GDP growth.

A key takeaway for business leaders and investors is that you’re either competing with an arena, attacked by an arena, or in an arena. Even though arenas are a small part of the economy, they drive so much of its growth and dynamism that their reach is felt everywhere. Amazon, for example, touches cloud, AI, and video—but also advertising and logistics.

It’s also important to bear in mind what we call the “shuffle rate,” or the churn of market share within an arena. Back in 2005, one-third of the market cap we have today consisted of tiny competitors or companies that didn’t yet exist. So arenas are places where new competitors will emerge and new players will step in. It’s like winning a gold medal. In these arenas, winning a gold medal really, really, really matters—but it’s not a gold medal for life. The Olympics come around every four years, and companies have to keep earning that gold medal. It’s that incessant competition that drives the rate of innovation.

Share Chris Bradley’s insights

ABOUT THIS AUTHOR

Chris Bradley is a director of the McKinsey Global Institute and a senior partner in McKinsey’s Sydney office.

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Dependency and depopulation? Confronting the consequences of a new demographic reality

Exploring the implications of a new demographic reality brought on by falling fertility and increasing longevity.

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Pixels of Progress: A granular look at human development around the world

Our world is big and complex, but human progress is still about life on the ground, up close and in detail.

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UP NEXT

Jill Zucker on profitable growth

Leaders who want their companies to grow profitably should not just optimize their core business but also explore adjacencies and new ventures. Success requires courage and long-term investment.

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Did you include OCM in your transformation?

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Change management is one of the leading cause of implementation failure, and my team and I am working to buck that trend. This resource includes a variety of proven strategies that will ensure that your digital transformation is as set-up for success.

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From 2 to 5 digits: Iraq upgrades zip codes

View in browser

3:00 minute read

🗺️ From 2 to 5 digits: Iraq upgrades zip codes

🌏 Aligning city definitions across geographies

🔎 Monthly changes

❄️ Walking from the US to Russia: A frozen shortcut through time

From 2 to 5 digits: Iraq upgrades zip codes

Among April's changes, including full updates in the USA and India, the most significant happened in Iraq. The full 5-digit zip codes now replace the previous 2-digit zip code prefixes.

Fixing the global “city” definition problem

The definition of "city" varies across countries for cultural, historical, and administrative reasons. This leads to challenges for international businesses and organizations handling address data at scale.

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Australia, Türkiye

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Austria, Lithuania, Norway, Spain

For a detailed changelog, take a look at the CSV file.

Walking from the US to Russia: A Frozen Shortcut Through Time

Imagine this: You wake up in the U.S., take a short walk across some frozen ice, and suddenly… it’s tomorrow, and you’re in Russia! Sounds like a sci-fi movie, right?

Between Alaska and Russia sit the Diomede Islands: Little Diomede (U.S.) and Big Diomede (Russia).

In winter, when the Bering Strait freezes over, a natural ice bridge forms between them.

The islands are just 2.4 miles (3.8 km) apart but are separated by the International Date Line—meaning they’re also 21 hours apart in time!

That’s why Big Diomede is sometimes called "Tomorrow Island," while Little Diomede is "Yesterday Island."

Technically, you could walk between the two—if you don’t mind braving Arctic conditions and, oh yeah, breaking international border laws!

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What’s the latest in quantum computing?

On McKinsey Perspectives

DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS

Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms

Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

Quantum leap

In the news

•

Investing in quantum. Leading US tech companies are introducing the first-ever quantum computing chips, Marketplace notes. Quantum computers operate on quantum bits (also called qubits) that contain multiple values at once, rather than only a zero or a one. Quantum processors’ ability to perform difficult calculations could generate immense value for the companies that can scale it, according to an MIT researcher. Over the past decade, there has been a tenfold increase in private sector funding for quantum computing. [Marketplace]

•

That’s so random. While we often attribute a surprising or unexpected experience to randomness, Discover Magazine reports that until now, true randomness has never been achieved. Using quantum computing processes, computer scientists have produced a genuinely random number for the first time. The capacity to generate true mathematical randomness has a wide range of applications, from strengthening encryption methods to ensuring that jury selection is truly impartial. [Discover Magazine]

A 2024 McKinsey survey finds that many firms in the quantum computing industry are growing quickly: 39% of respondents said their companies have more than 100 employees, up from 9% in 2023.

On McKinsey.com

•

Cutting-edge computing. For decades, digital computers have been making it easier to process information. However, quantum computers—which have the potential to solve highly complex statistical problems—are poised to take computing to the next level. Quantum computing could generate nearly $1.3 trillion in valu e by 2035, McKinsey Partner Henning Soller and coauthors highlight. There’s also plenty of enthusiasm from investors, with public funding alone totaling $34 billion in commitments.

•

An ongoing effort. Although major players (and some start-ups) are working to improve quantum computing technology, reaching the quantum volume of qubits needed to solve real-world problems quickly will likely be a long-term effort. Per McKinsey’s conversations with tech executives, investors, and academics in quantum computing, 72% believe that a fully fault-tolerant quantum computer could exist by 2035. Read our McKinsey Explainer, “What is quantum computing?,” to learn how organizations can prepare for quantum’s future by attracting quantum computing talent.

Catch up on quantum computing

—Edited by Belinda Yu, editor, Atlanta

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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:06 - 9 Apr 2025

Your potential partner for iron oxide business

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Navigating Vendor Layoffs: Insights for Your ERP Implementation



Hi MD Abul, I hope this message finds you well. In light of recent developments within the tech industry, I wanted to share some insights on how vendor layoffs might affect your ERP implementation and how to navigate these challenges effectively. Recent Vendor Layoffs Several prominent technology companies have announced significant workforce reductions recently: Hewlett Packard Enterprise (HPE): Announced plans to cut approximately 2,500 jobs, representing about 5% of its workforce, as part of cost-cutting measures. Autodesk: Initiated a restructuring plan that includes reducing approximately 9% of its workforce, affecting around 1,350 employees. Workday: Announced a reduction of about 1,750 jobs, equating to 8.5% of its workforce, to invest more heavily in artificial intelligence amid a challenging macroeconomic environment. Implications for ERP Implementations These workforce reductions can have several potential impacts on organizations undergoing ERP implementations: Resource Availability: Layoffs may lead to reduced support and development resources from your ERP vendors, potentially affecting project timelines and the availability of expertise. Product Development: Restructuring efforts might shift vendor focus towards specific areas, such as artificial intelligence, possibly deprioritizing other functionalities critical to your implementation. Vendor Stability: Significant layoffs can signal financial or strategic shifts within a vendor organization, which may impact their long-term viability and commitment to product support. Strategies to Mitigate Risks To navigate these challenges effectively, consider the following strategies: Maintain Open Communication: Regularly engage with your ERP vendors to stay informed about organizational changes and understand how they might affect your project. Assess Vendor Roadmaps: Review and reassess your vendors' product development roadmaps to ensure alignment with your organization's needs and timelines. Diversify Support Channels: Consider augmenting vendor support with third-party consulting services to mitigate potential gaps in expertise or resources. Monitor Vendor Health: Keep abreast of your vendors' financial and organizational health to anticipate and prepare for potential disruptions. Best regards, Eric Kimberling


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by "Eric Kimberling" <eric.kimberling@thirdstage-consulting.com> - 06:04 - 8 Apr 2025

French Pattern Porcelain Tiles – Elegant, Durable & Low Water Absorption

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by "Amanda" <Amanda@a-pdsstone.com> - 03:04 - 8 Apr 2025

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ON THE ARENAS OF COMPETITIONHow to identify the growth industries of tomorrow

“The 12 arenas of today tripled their share of GDP growth to 9 percent, from 3 percent.”

Jill Zucker on profitable growth

Leaders who want their companies to grow profitably should not just optimize their core business but also explore adjacencies and new ventures. Success requires courage and long-term investment.

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MONTHLY CHANGES

For a detailed changelog, take a look at the CSV file.

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Recent Vendor Layoffs

Implications for ERP Implementations

Strategies to Mitigate Risks

ON THE ARENAS OF COMPETITION

How to identify the growth industries of tomorrow