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Sustainable and inclusive growth: Economic growth that can can address both poverty and climate change
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:39 - 1 Sep 2023 -
Tried generative AI at work? Here’s how your future job activities may change
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:05 - 1 Sep 2023 -
Register Now for webinar - Accelerate development of vision enabled self-checkout pipelines with OpenVINO™ Model Server
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by "Intel Corporation" <intel@plan.intel.com> - 01:03 - 31 Aug 2023 -
Data Replication: A Key Component for Building Large-Scale Distributed Systems
Data Replication: A Key Component for Building Large-Scale Distributed Systems
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Data replication is critical for building reliable, large-scale distributed systems. In this issue, we will explore common replication strategies and key factors in choosing a suitable strategy.
Throughout this issue, we will use databases as examples. Note that they are not the only data sources where replication can be useful. Replication could apply to cache servers like Redis and even application servers for critical in-memory data structures.
So, what is replication? It's a method of copying data from one place to another. We use it to make sure that our data is available when and where we need it. It helps us improve the durability and availability of our data, reduce latency, and increase bandwidth and throughput.
But choosing a replication strategy isn't always straightforward. There are different strategies, each with its own benefits and drawbacks. Some strategies might be better for certain use cases, while others might be better for different situations.
In this issue, we'll explore three main replication strategies: Leader-Follower, Multi-Leader, and Leaderless. We'll break down what each strategy is, how it works, and where it's most effectively used. We’ll discuss the trade-offs involved in each, so we can make informed decisions about the best strategy for our systems.
So, let's dive in and start exploring the world of data replication together.
A Primer on Replication
Let’s examine at a high level why replication is needed. As we mentioned earlier, we’ll use databases as examples throughout, but this applies to other types of data sources as well.
Improving Durability
Improving durability is perhaps the single most important reason for data replication. When a single database server fails, it could lead to catastrophic data loss and downtime. If the data is replicated to other database servers, the data is preserved even if one server goes down. Some replication strategies, like asynchronous replication, may still result in a small amount of data loss, but overall durability is greatly improved.
You might be wondering: Isn’t regular data backup sufficient for durability? Backups can certainly recover data after disasters like hardware failure. But backups alone have limitations for durability. Backups are periodic, so some data loss is likely between backup cycles. Restoring from backups is also slow and results in downtime. Replication to standby servers provides additional durability by eliminating (or greatly reducing) data loss windows and allowing faster failover. Backups and replication together provide both data recovery and minimized downtime.
Improving Availability
Another critical reason to replicate data is to improve overall system availability and resilience. When one database server goes offline or gets overwhelmed, keeping applications running smoothly can be challenging.
Simply redirecting traffic to a new server is non-trivial. The new node needs to already have a nearly identical copy of the data to take over quickly. And switching databases behind-the-scenes while maintaining continuous uptime for applications and users requires careful failover orchestration.
Replication enables seamless failover by keeping standby servers ready with up-to-date data copies. Applications can redirect traffic to replicas when issues occur with minimal downtime. Well-designed systems automatically handle redirection and failure recovery via monitoring, load balancing, and replication configurations.
Of course, replication has its own overhead costs and complexities. But without replication, a single server outage could mean prolonged downtime. Replication maintains availability despite outages.
Increasing Throughput
Replicating data across multiple database instances also increases total system throughput and scalability by spreading load across nodes.
With a single database server, there is a maximum threshold of concurrent reads and writes it can handle before performance degrades. By replicating to multiple servers, application requests can be distributed across replicas. More replicas means more capacity to handle load in parallel.
This sharding of requests distributes workload. It allows the overall system to sustain much higher throughput compared to a single server. Additional replicas can be added to scale out capacity even further as needed.
The replication itself has associated overheads that can become bottlenecks if not managed properly. Factors like inter-node network bandwidth, replication lag, and write coordination should be monitored.
But proper replication configurations allow horizontally scaling out read and write capacity. This enables massive aggregated throughput and workload scalability far beyond a single server's limits.
Reducing Latency
Data replication can also improve latency by locating data closer to users. For example, replicating a database to multiple geographic regions brings data copies closer to local users. This reduces the physical network distance that data has to travel compared to a single centralized database location.
Shorter network distance means lower transmission latency. So users' read and write requests see faster response times when routed to a nearby replicated instance versus one further away. Multi-region replication enables localized processing that avoids the high latencies of cross-country or intercontinental network routes.
Keep in mind that distributing copies across regions introduces complexities like replica synchronization, consistency, and conflict resolution with concurrent multi-site updates. Solutions like consistency models, conflict resolution logic, and replication protocols help manage this complexity.
When applicable, multi-region replication provides major latency improvements for geo-distributed users and workloads by localizing processing. The lower latency also improves user experience and productivity.
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by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 31 Aug 2023 -
CNN’s incoming CEO first led a digital transformation at the New York Times
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•
Cable news chief. Longtime news veteran Mark Thompson, the incoming CEO of CNN, will start his new role prior to the US presidential election in 2024, an event that typically attracts millions of TV viewers for cable news companies. Thompson will run the strategy, operations, and business units of CNN, according to its parent company. He will also step into the role of the news network’s editor in chief, supervising all of its editorial content. One of Thompson’s objectives will be to grow CNN’s digital offerings while minding its cable TV channels. [WSJ]
•
An outsider’s perspective. From 2012 to 2020, Mark Thompson, the New York Times Company’s former president and CEO, oversaw the institution’s dramatic transformation. Under his watch, the Times’s digital readership jumped from half a million to nearly 5.7 million subscribers. Yet in 2019, when Thompson announced his ambition to reach 10 million subscribers by 2025, many were skeptical, he said to McKinsey senior partner Yael Taqqu and McKinsey Global Publishing’s Raju Narisetti. Thompson’s outsider status had the advantage of a “cold eye,” he explained.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:11 - 31 Aug 2023 -
Popular recent editions—and a brief respite
Five Fifty
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We’re off for the month of August, but we wanted to share a few highlights from earlier this year in case you missed them. See you next month!
Employee well-being: The holistic way
Thinking comprehensively about health can help workers live longer, better, and more productively.
Mindsets for success: Lessons from top CEOs
During times of change, successful bosses adapt and exhibit service-minded leadership. Leaders at all levels should take note.
Food plight
Disruptions to the world’s food system are deepening the global food crisis. Efforts by the grocery industry and consumers can help prevent a worsening scenario.Share these insights
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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 10:58 - 30 Aug 2023 -
Managing SLA Breaches: Essential Steps to Prevent Violations and Crisis Navigation Tips
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August 2023
Managing SLA breaches: crucial steps to avoid violations Service-level agreements (SLAs) are pivotal contracts between customers and service providers, ensuring a specific level of service performance and availability. However, SLA breaches can quickly erode customer trust, fracture business relationships, and tarnish reputations. In our latest blog, discover best practices for avoiding and handling SLA breaches. We share our expert insights into how to mitigate the risks of SLA breaches.
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10x Banking transforms traditional banking by prioritizing customer-centricity through a cloud-native core banking platform. In the blog, 10x banking speaks on how they ensure reliability and success while leveraging tools like New Relic for observability, enhancing deployment precision and performance.
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Read our practical guide on peak readiness preparation based on several customer’s journeys, including lessons learned and step-by-step guidance. With competing priorities and limited resources, it is critical to understand how to effectively approach the peak readiness preparation to achieve best business results and a less stressful working environment.
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Redefining the role of the middle manager can help businesses thrive
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•
Rewriting the manager’s story. The identity crisis inherent in middle managers’ roles (as leaders who are situated between executives and frontline workers but aren’t in either camp) has resulted in the trope of the ineffective bureaucrat. That story is changing, however, as the pace of business has blurred the lines between “B-suite leaders” and visionary executives. Smoothing out organizational dynamics such as reporting structures—so that middle managers don’t have to navigate divergent agendas—and limited influence can help these leaders focus on retaining talent and engaging employees. [CEO Magazine]
•
Help middle managers manage. Historically, middle managers’ primary role was as the go-between for leaders and frontline employees. Technology has blurred those lines, but middle managers remain inundated with administrative and individual-contributor tasks, leaving little time to manage people. On a recent episode of the McKinsey Talks Talent podcast, McKinsey partners Emily Field and Bryan Hancock, and alumnus Bill Schaninger—authors of Power to the Middle: Why Managers Hold the Keys to the Future of Work—found that at one bank, having a direct report put more than 100 tasks on managers’ to-do lists.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:30 - 30 Aug 2023 -
Millions of US students still face learning gaps. What might it take for them to catch up?
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•
A lack of progress. US elementary and middle school students aren’t making enough progress in reading and math to close learning gaps resulting from the COVID-19 pandemic, an analysis of approximately 3.5 million public school students’ test scores has found. In comparison to prepandemic learners, students in third through eighth grade improved their math and reading skills at a slower than average pace. The study shows “evidence of backsliding” among American students, a lead researcher says. [NYT]
•
Learning and earnings. Most US K–12 students have returned to classrooms, but many still face significant challenges. More than 17 million US students have experienced more than half a year of learning delay related to the COVID-19 pandemic, 16 million students who need mental health support are not receiving it, and 15 million students are chronically absent, McKinsey senior partner Jimmy Sarakatsannis and coauthors reveal. Without interventions, each student could lose an estimated $54,000 to $69,000 in lifetime earnings.
•
Lowering absenteeism. Chronic absenteeism puts roughly two million students on track to drop out before graduation—nearly double the rate before the pandemic, McKinsey analysis shows. In Louisiana, districts have tackled absenteeism through launching campaigns with positive messages about school attendance and adding staff dedicated to reducing absenteeism. Chronic absenteeism in the state fell to 19% in the 2021–22 school year from 28% the previous year. See three potential scenarios to help US schools recover.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:18 - 29 Aug 2023 -
Beacon advancements that are reshaping efficiency, safety, and innovation across varied sectors
Beacon advancements that are reshaping efficiency, safety, and innovation across varied sectors
Discover the versatility of beacons as they are unlocking a multitude of possibilities across diverse industries.
Use Cases
Construction tools tracking
Continuous monitoring of tool movements identifies potential collision risks, promoting a safe working environment.
Waste container tracking
Real-time monitoring of waste container locations. Ensuring timely collections preventing overflow and detecting container temperature.
Temperature and humidity tracking
Automated temperature data logging, eliminated manual errors, and ensured accurate records.
Discuss your use-case to get your business growing
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 28 Aug 2023 -
From poverty to empowerment: Raising the bar for sustainable and inclusive growth
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Growth, inclusion, and sustainability are all parts of a complex yet connected system. What would it take for these forces to work together to economically empower communities and contribute to a greener planet? How can growth advance the two defining societal aspirations of our time: raising minimum living standards and limiting the effects of climate change? “The actions taken (or not) in this decade will determine what kind of world the next generation will inherit,” write Anu Madgavkar, Sven Smit, Mekala Krishnan, Jonathan Woetzel, Kweilin Ellingrud, Tracy Francis, and their coauthors in a new McKinsey Global Institute article. Understand the urgency of raising the bar and take a deep dive into the interactions between growth, economic inclusion, and the net-zero transition.
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:07 - 28 Aug 2023 -
🚀 Exclusive Early Access: Remote Connect 2023 is here
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by "Remote" <hello@remote-comms.com> - 11:01 - 28 Aug 2023 -
[Online workshop] How to Master Software Remediation using New Relic Vulnerability Management
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Register for this online workshop, "How to Master Software Remediation using New Relic Vulnerability Management" on 7th September at 2 PM BST/ 3 PM CEST to get a comprehensive introduction to New Relic Vulnerability Management. Applications today often consist of thousands of components, each with the potential to carry critical security vulnerabilities.Mitigating threats is no longer the sole responsibility of security teams, it is a shared responsibility of all engineers to have a security mindset across the development pipeline.
In this practical session, you’ll find out about how New Relic vulnerability management lets you see and fix security issues in one connected experience with zero configuration, open integrations, automatic risk prioritization, and alerting on newly discovered vulnerabilities across all teams (Dev, Ops, Sec).
In this online workshop, you’ll learn:
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by "New Relic" <emeamarketing@newrelic.com> - 06:26 - 28 Aug 2023 -
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by "Schneider Electric" <reply@se.com> - 03:00 - 28 Aug 2023 -
Go for bold: A leader’s guide to transformative change
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It’s not unusual if your company’s business transformation is slow or even stalled. Organizations continually try to reinvent their businesses, yet the average success rate of these efforts remains low. We find that companies that have launched transformation projects are rarely able to improve business performance and maintain those improvements over time; even organizations with successful transformations don’t always capture their full value. And playing it safe isn’t the solution—today’s transformations need to be big and bold to generate new opportunities and sustained growth. If your transformation initiative is stuck, the strategies below may help propel it forward.
Even if your organization’s transformation has been successful, has it been transformative? Probably not. Transformations that reach this level represent just 5 percent of all transformations but deliver 4.5 times the value, according to research led by McKinsey senior partners José Pimenta da Gama and Fábio Stul and colleagues. Exemplary transformations generally have five characteristics in common, but transformative ones add three crucial actions: reinventing the core business, developing or acquiring new businesses, and revamping the operating model to focus on speed and innovation. To check where your project falls on the transformative scale, you may want to examine ten important areas focused on holistic impact and business reinvention, asking questions such as these: How is the company delivering compared with its full potential? Is it being thoughtful about where to compete? Is it innovating fast enough?
That’s the percentage of respondents to a McKinsey survey whose organizations have sustained their transformation goals for more than three years; these enterprises report twice the rate of financial growth as their peers. Fifty-six percent of respondents say that their companies’ transformation programs were successful initially. At the later stages of implementation, however, respondents lost 42 percent of the transformation’s potential financial benefit. “It’s never been as important as it is now to execute and build capabilities in major transformation programs,” emphasizes McKinsey partner Steve Armbruster. “And guess what? We’re finding that it’s even harder to do this than we thought.”
That’s McKinsey senior partners Chris Bradley, Marc de Jong, and Wesley Walden on why you shouldn’t be afraid to aim high in a transformation. Go all in on the performance- and portfolio-related actions that you can take, they suggest. Making five big moves in these two categories can push a company up on the “power curve” of economic profit, on which only a few organizations reach the top quintile of earnings. But no matter what you do, “standing still is a terrible idea,” warn the McKinsey experts. “The odds associated with a static approach are grim, equating to a 2 percent chance of reaching the top of the power curve and a 16 percent chance of slipping to the bottom.”
Fairy tales are all about transformations—a frog turns into a prince, or a pumpkin becomes a golden carriage. Business transformations, while not quite as magical, are also about change—and getting people on board with change may be one of the most difficult processes for leaders to orchestrate. McKinsey senior partner Kirk Rieckhoff cautions against quick wins. “What you’re really looking for is quick progress,” he says. This involves showing people that change is possible. “The key to success for making change happen is to start the change, versus just planning to,” says Rieckhoff. “Step zero doesn’t get you anywhere. You’ve got to go to step one, two, three.”
Lead transformationally.
— Edited by Rama Ramaswami, senior editor, New York
Leading Off will take an end-of-summer break, but we’ll be back on September 11. Take care, and thanks for reading.
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:05 - 28 Aug 2023 -
Registration closing for latest DevCon 2023
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How To Build a Smart Queue Management System Step by Step? From Zero to Hero.
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by "Intel Developer Zone" <intel.developer.zone@plan.intel.com> - 12:34 - 28 Aug 2023 -
Generative AI can give people ‘superpowers.’ What are the implications for workers?
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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
•
Generative AI’s new roles. The quality of response from generative AI depends on the prompt it is given—a prompt that is usually human-generated. However, researchers are exploring other ways to interact with the technology based on who initiates the interaction (human or machine) and who is using it (an individual, group, or another machine). Using different prompts, generative AI could act as a personal coach to help you manage your time, fact-check statements made during a group conversation, or act as a manager to coordinate a group project. [HBR]
•
Estimating generative AI’s value. Generative AI has captured the imagination of business leaders, as workers across industries discover how AI can accelerate IT coding, speed content development, and improve product design. Research by McKinsey Global Institute partner Michael Chui and coauthors shows the potential for generative AI to add the equivalent of $2.6 trillion to $4.4 trillion to the economy annually. “It’s very compelling on a personal level because almost everyone can use it,” Chui explains.
•
More power to you. Our research shows that using generative AI to automate routine daily tasks bestows workers with a new “superpower” to improve productivity and have more time for the more human elements of work. For example, AI-improved scripts and customer insights can help new call center workers advance faster because they are able to handle complex situations more quickly and spend more time interacting with customers. Visit our New at McKinsey Blog to learn how companies can reimagine their business models with AI.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:16 - 28 Aug 2023 -
Don’t miss out! | Leveraging Generative AI to power your Content Supply Chain
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Nelson John
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AdobeCreativity for all.
by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 09:01 - 27 Aug 2023 -
Why minor stresses pack a punch—and what to do about it
Readers & Leaders
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THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND
Your boss changed the direction of a project a day before it was due. You need to cancel your after-work plans with a friend to meet a deadline. You have to unexpectedly cover for a colleague who took a sick day. These difficulties might seem like small bumps in the road, but cumulatively, they can pack a big punch to our well-being. In this edition of Readers & Leaders, Rob Cross, the Edward A. Madden Professor of Global Leadership at Babson College and the cofounder and director of the Connected Commons consortium, calls this “the microstress effect.” In his latest Author Talks, Cross shares how small disruptions can add up to create big barriers to productivity and offers insight into how to buck the trend. In other featured interviews, Zeynep Ton, cofounder of the Good Jobs Institute, presents strategies to reduce turnover, drive profit, and create added value for customers; educator Jamie Sears helps teachers avoid burnout; and Renée Mauborgne explains how nondisruptive creation can unlock economic growth.
Itching for more good reads? Don’t miss our annual summer reading guide for 70-plus book recommendations from CEOs, editors in chief, and other leaders. If you’re looking for insights to share with your middle managers, check out Power to the Middle, which is also among our top summer selections. Written by McKinsey senior partner emeritus Bill Schaninger and partners Bryan Hancock and Emily Field, this book highlights the critical contributions that middle managers make in company productivity and performance and reveals why reimagining their vital roles is more important now than ever.
Also, explore this month’s bestselling business books, prepared exclusively for McKinsey by Circana, and head to McKinsey on Books for more of the latest.IT BEARS REPEATING
“Save ten minutes at the end of each meeting to restate expectations. Make sure people are clear on commitments, so that the following meeting opens with a quick summary of where you are against where we are planned to be. What you’re trying to do is avoid that slow slippage of commitment.”
—Rob Cross, Edward A. Madden Professor of Global Leadership at Babson College and cofounder and director of Connected Commons, in a recent edition of Author Talks.IN CASE YOU MISSED IT
Zeynep Ton makes a strong case for investing in high-quality jobs: “Data can tell what happens when we increase staffing levels to support profitability, but it doesn’t tell us the impact on our customers, on our employees, the overall morale, and people’s ability to do a good job. If you don’t pay attention to those elements, at some point, your organization will get hurt.” Watch the full interview.
Educator Jamie Sears helps teachers embrace self-care: “Teachers unconditionally love their students. That love is why teachers think they must be there late and do everything they can to be successful.” Watch the full interview.
Renée Mauborgne explains how companies can reach success outside the usual industry bounds: “Innovation doesn’t have to be a zero-sum game. Nondisruptive creation is a positive-sum approach to innovation and growth, where business and society can thrive together.” Watch the full interview.BUSINESS BESTSELLERS TOP
8
BUSINESS OVERALL
BUSINESS HARDCOVER
DECISION MAKING
ECONOMICS
ORGANIZATIONAL BEHAVIOR
WORKPLACE CULTURE
DIVERSITY & INCLUSION
SUSTAINABILITY
BOOKMARK THIS
TURN BACK THE PAGE
Since its launch in December 2020, Author Talks has featured 150 authors of new books on a range of topics, including leadership, personal development, and more. To celebrate this milestone, revisit our most popular interviews across five genres.
Leadership & organization: What separates the best CEOs from the rest?
Sustainability: One billion more
Innovative thinking: What poker pro Annie Duke can teach you about quitting on time
Communication: Attributes—not-skills—determine whether you ‘cut it’ or not
Talent, culture, and change management: Tsedal Neeley on why remote work is here to stay—and how to get it rightIf you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@McKinsey.com. Due to the high volume of requests, we will respond only to those being considered.
— Edited by Emily Adeyanju, an editor in McKinsey’s Charlotte office
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by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 09:22 - 27 Aug 2023 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:02 - 26 Aug 2023
