Supercomputing performance in the cloud. Microsoft Azure and NVIDIA Bring Top 30 Supercomputer Performance to Public Cloud Services  

00:00:00 Welcome 

00:03:53 High-Performance Linpack (HPL) 

00:05:33 The technology behind the Azure supercomputer-in-the-cloud service 

00:06:45 Azure NDv4 VM instance details 

00:09:10 Key takeaways

Welcome to the AGPIAL audiobook production of McKinsey Quarterly.

Three keys to faster, better decisions 

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Decision makers fed up with slow or subpar results take heart.

Three practices can help improve decision making and convince skeptical business leaders that there is life after death by committee.

by Aaron De Smet, Gregor Jost, and Leigh Weiss Two years ago, we wrote about how it was simultaneously the best and worst of times for decision makers in senior management.

Best because of more data, better analytics, and clearer understanding of how to mitigate the cognitive biases that often undermine corporate decision processes.

Worst because organizational dynamics and digital decision-making dysfunctions were causing growing levels of frustration among senior leaders we knew.

Since then, we’ve conducted research to more clearly understand this balance, and the results have been disquieting.

A survey we conducted recently with more than 1,200 managers across a range of global companies gave strong signs of growing levels of frustration with broken decision-making processes, with the slow pace

Welcome to the AGPIAL audiobook production of McKinsey's Quartly. 

Return as a muscle.

How lessons from COVID-19 can shape a robust operating model for hybrid and beyond.

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New research shows how resilient organizations thrived through the pandemic.

Here’s how to use those lessons to craft a better approach to how work gets done across time (real and asynchronous) and space (digital and physical).

by Aaron De Smet, Mihir Mysore, Angelika Reich, and Bob Sternfels In May 2020, we published an article arguing that the return to the workplace was a new muscle that organizations needed to develop, not a plan with a predictable timeline.

The need for organizations to build this muscle is especially urgent today, as vaccination levels around the world rise, infection and hospitalization levels in many countries decrease, and companies begin their return from remote.

Many companies are already in various stages of a physical return to the workplace.

In the United States, for example, employees are starting to return to office locations at a greater pace.

Consumer and retail footfall to headquarters has increased by 80 percent, travel and logistics are up 50 percent, and pharmaceutical and healthcare are up 10 percent.

A few short months ago, it wasn’t clear that business leaders would so fully embrace a return to the office.

But it’s now evident that they will.

Some 52 percent of C-suite executives we surveyed espouse an almost full return to the office, with workers on-site four days per week or more.

Nine out of ten think that employees will be in the office at least three days per week.

Company leaders have good reasons for wanting workers back in the office.

As the pandemic dragged on, people’s sense of belonging and social connections suffered, especially among newer employees.

Interactions across silos became increasingly difficult via remote.

Many women left the workforce, widening the gender gap.

Mental- health issues, grief, anxiety, and burnout are on the rise, reflecting a decline in the informal and intimate human connections that often occur at the workplace.

It’s time for leaders to get real about hybrid.

Employers are ready to get back to significant in-person presence.

Employees aren’t.

The disconnect is deeper than most employers believe, and a spike in attrition and disengagement may be imminent.

by Aaron De Smet, Bonnie Dowling, Mihir Mysore, and Angelika Reich Once in a generation (if that), we have the opportunity to reimagine how we work.

In the 1800s, the Industrial Revolution moved many in Europe and the United States from fields to factories.

In the 1940s, World War II brought women into the workforce (if not the C-suite) at unprecedented rates.

In the 1990s, the explosion of PCs and email drove a rapid increase in productivity and the speed of decision making, ushering in the digital age as we know it today.

And in 2020, the COVID-19 pandemic drove employees out of offices to work from home.

Thanks to the development and wide distribution of COVID-19 vaccines, 2021 presents another such opportunity.

The return to the workplace is a chance to create a new, more effective operating model that works for companies and people navigating a world of increasing uncertainty.

There is, however, one big catch: employers must confront the broadening disconnect between how they and their employees see the future.

Employees don’t know what they want and are reevaluating their relationships with work More than three-quarters of C-suite executives recently surveyed by McKinsey report that they expected the typical “core” employee to be back in the office three or more days a week (Exhibit 1).

While they realize that the great work-from-home experiment was surprisingly effective, they also believe that it hurt organizational culture and belonging.

This is a survey paper that explores six Cloud-based deployment archetypes for Cloud applications and the tradeoffs between them to achieve high availability, low end-user latency, and acceptable costs.

00:00:13 Abstract

00:01:29 1. Introduction

00:04:28 1.1 Principles of Availability

00:09:32 1.2 Types of Applications

00:11:03 1.3 Data Durability, Availability and Backup

00:14:02 1.4 Six Deployment Archetypes for Cloud Applications

00:18:02 2. Zonal

00:18:36 2.1 Single Zone

00:20:11 2.2 Primary Zone with Failover Zone

00:26:47 3. Regional

00:28:13 3.1 Single Region

00:32:56 3.2 Primary Region with Failover Region

00:37:21 4. Multi-Regional

00:40:38 4.2 DNS Load Balancing

00:45:30 4.3 DNS Load Balancing with Isolated Stacks

00:52:45 4.4 DNS LB with Custom Multi-Regional Load Balancing

00:54:22 5. Global

00:56:15 5.1 Global Anycast

00:58:36 5.2 Global Anycast LB with Isolated Regional Stacks

01:00:54 5.3 Global Services Stack

01:08:13 6. Hybrid

01:11:36 7. Multi-Cloud

01:19:21 8. Comparison

01:22:58 8.1 Failover-to-Standby vs. Load Balancing

01:25:54 8.2 Regional vs. Global Application Stacks

01:28:14 8.3 Instantaneous Recovery

01:29:30 8.4 Cost of Availability

01:32:34 9. Related Work

01:38:08 10. Summary

01:39:22 Acknowledgements

Domain-­‐Driven Design Reference Definitions and Pattern Summaries.

00:00:13 Acknowledgements

00:04:14 Definitions

00:05:04 Pattern Language Overview

00:05:06 I. Putting the Model to Work

00:06:08 Bounded Context

00:07:28 Ubiquitous Language

00:10:04 Continuous Integration

00:10:47 Model-­‐Driven Design

00:12:10 Hands-­‐on Modelers

00:13:31 Refactoring Toward Deeper Insight

00:14:26 II. Building Blocks of a

00:14:28 Model-­‐Driven Design

00:14:56 Layered Architecture

00:16:56 Entities

00:18:15 Value Objects

00:19:27 Domain Events *

00:21:55 Services

00:22:42 Modules

00:24:10 Aggregates

00:25:43 Repositories

00:27:39 Factories

00:28:49 III. Supple Design

00:30:24 Intention-­‐Revealing Interfaces

00:31:20 Side-­‐Effect-­‐Free Functions

00:32:22 Assertions

00:33:19 Standalone Classes

00:33:55 Closure of Operations

00:35:18 Declarative Design

00:37:18 Drawing on Established Formalisms

00:38:20 Conceptual Contours

00:40:02 IV. Context Mapping

00:40:04 for Strategic Design

00:41:27 Context Map

00:42:59 Partnership *

00:44:39 Shared Kernel

00:46:07 Customer/Supplier Development

00:47:25 Conformist

00:48:32 Anticorruption Layer

00:49:45 Open-­‐host Service

00:51:02 Published Language

00:51:51 Separate Ways

00:52:17 Big Ball of Mud *

00:53:51 V. Distillation for Strategic Design

00:54:25 Core Domain

00:55:35 Generic Subdomains

00:56:33 Domain Vision Statement

00:57:22 Highlighted Core

00:59:41 Cohesive Mechanisms

01:00:48 Segregated Core

01:01:33 Abstract Core

01:02:20 VI. Large-­‐scale Structure for

01:02:23 Strategic Design

01:03:17 Evolving Order

01:04:28 System Metaphor

01:05:30 Responsibility Layers

01:06:27 Knowledge Level

01:07:16 Pluggable Component Framework

Executive Summary

DevOps is a mindset, a way of thinking, versus a set of processes implemented in a specific way.

The goal of all DevOps organiza- tions are the same: to improve the quality and speed at which in- novation is delivered.

What began an experiment has transformed into a movement to bring together software development and the operations to run the software closer together.

Over the years, industry leaders and DevOps practitioners have come together to identify patterns and best practices so that successful methods are shared to the next wave of DevOps practitioners.

Three principles known as “The Three Ways of DevOps” have been identified and these are principles that all other Devops pat- terns can be derived from.

The Three Ways of DevOps include: systems thinking, amplifying and shortening feedback loops and continuous learning.

These principles describe the values and philosophies that frame the processes, procedures, practices of DevOps, as well as the prescriptive steps.

The capabilities of the Docker platform with containerized compute, storage and networking for distributed applications provide promising results when applied to the Three Ways of DevOps principles.

From exponential speed to and ve- locity to streamlining the feedback loop and collaboration across teams.

Key takeaways from this paper include:

A deeper understanding of Three Ways of DevOps principles and their purpose

How to apply these principles with Docker into your organization

Examples of results and benefits from other practitioners’ experiences

Abstract

Enterprise customers often request advice and learnings from Amazon Web Services (AWS) on how to accelerate the velocity of their cloud transformation.

This document describes an integrated approach to achieve speed and accelerate time to value while maintaining control and corporate guardrails.

This approach enables teams, delegates decision rights, promotes experimentation, and leverages a continuous improvement mindset.

The approach provides IT and business leaders with a mechanism to tailor and scale their value-driven cloud transformation programs.

The pandemic brought work into the home for many and changed the nature of much in-person work as well.

What could it mean for the US economy if these patterns persist?

ONE OF THE hallmarks of the “age of COVID-19” has been a sharp rise in the number of people working remotely, along  with the reorganization of how much in-person work is conducted.

Adapting to this reality has set into motion waves of follow-on impacts that flow through much of the US economy.

Even after we see a retreat from the current level of remote work, some of these changes will likely persist.

Welcome to the AGPIAL audiobook production of McKinsey and Company. 

Technology, Media and Telecommunications Practice's.

The next software disruption: How vendors must adapt to a new era.

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Over the turbulent past decade, many legacy software players proved to be remarkably resilient.

Now they must adopt a new strategic playbook to weather the different challenges ahead.

by Paul Roche, Jeremy Schneider, and Tejas Shah