Cloud Functions is a fully managed event-driven serverless function-as-a-service (FaaS). It is a small piece of code that runs in response to an event. Because it is fully managed, developers can just write the code and deploy it without worrying about managing the servers or scaling up/down with traffic spikes. It is also fully integrated with Cloud Operations for observability and diagnosis. Cloud Functions is based on an open source FaaS framework which makes it easy to migrate and debug locally. 

To use Cloud Functions, just write the logic in any of the supported languages (Go, Python, Java, Node.js, PHP, Ruby, .NET), deploy it using the console, API or Cloud SDK and then trigger it via HTTP(s) request from any service, for example: file uploads to Cloud Storage, events in Pub/Sub or Firebase, or even direct call via Command Line Interface CLI. 

There is a generous free tier and the pricing is based on number of events, compute time, memory and ingress/egress requests and costs nothing if the function is idle. For security, using Identity and Access Management IAM you can define which services or personnel can access the function and using the VPC controls you can define network based access. 

Cloud Functions use cases

Some Cloud Functions use cases include:

• Integration with third-party services and APIs
• Asynchronous workloads like lightweight ETL
• Lightweight APIs and webhooks
• IoT processing and update of the sensors/devices in the field
• Real-time file processing for use cases such as media transcoding or resizing as soon as the file is uploaded in Google Cloud Storage.
• Real-time ML solutions for use cases such as media translation or image recognition for files uploaded in GCS.
• Backend for chat applications and mobile apps.

Firebase Functions and Cloud Functions, are they different?

 If you are a Firebase developer, you’d probably use Firebase Functions. Those are created from the Firebase dashboard / website. Both Cloud Functions and Firebase Functions can do the same things, they just have slightly different signatures and slightly different ways of deploying. Firebase Functions have a local emulator, which Cloud Functions uses the Functions Framework.

For a more in-depth look into Cloud Functions check out the documentation.  Once you’ve got your Function up and running, check out some tips and tricks.https://www.youtube.com/embed/LTMChfWBHb0?enablejsapi=1&

For more #GCPSketchnote, follow the GitHub repo. For similar cloud content follow me on Twitter @pvergadia and keep an eye out on thecloudgirl.dev

Editor’s note: To launch a new mobile payment platform, Mercari needed a database solution strong on scalability, availability, and performance. Here’s how Cloud Spanner delivered those results. 

E-commerce companies need to connect customers to their services securely, reliably, with zero downtime. When Mercari, Inc. launched a new mobile payment platform, we chose Cloud Spanner as part of our data portfolio, which provided us with easy scalability to handle millions of new users, a fully managed service that minimized overhead costs, and deep integration with other Google Cloud services. 

Mercari, Inc., Japan’s largest C2C marketplace, launched its app in 2013, which allows 18.2million monthly users to easily and securely buy new and used items. Mercari expanded into the United States and in 2014 and launched Merpay, a mobile payment service that can be used through Mercari in Japan in 2017. With more than 85 million users, Merpay is now accepted at 1.8 million merchants and e-commerce sites in Japan, supporting payments via the DOCOMO ID contactless system and QR code.

Prioritizing availability and scalability

When we started building Merpay, we were looking for a new database. In the past, Mercari had used MySQL with bare metal hardware. Because of the amount of data, we required additional expertise to manage and maintain the hardware, software and MySQL implementation. Having built much of the microservices architecture for our Mercari app using Google Kubernetes Engine (GKE), it was natural to look at Google Cloud’s managed services when deciding upon our new database infrastructure for Merpay. 

For the database, we were focusing especially on requirements around availability, scalability, and performance. To do a single payment transaction, there were multiple steps each with writes, requiring high-write-throughput and low-latency from the database. Needing a solution that would support reliable payment processing 24/7/365, we chose Spanner, which offers up to 99.999% availability with zero downtime for planned maintenance and schema changes. 

We worked closely with Google Cloud’s Premium Support, Technical Account Management (TAM), and Strategic Cloud Engineer and Cloud Consultant teams to implement Spanner, including separating the payment processing— originally one of the functions in Mercari—as a microservice.

A nod to easier nodes and better scale

After launch, the number of Merpay users reached 2 million in only a few months. We had 45 Spanner nodes at the time of launch of Merpay and about 50 nodes four months later. Because we’d optimized the application side during those four months, we didn’t have to add many nodes to keep up with the growing traffic. 

Whenever we needed to scale up the serving and storage resources in our instances, Spanner made it easy to increase nodes as needed in the Cloud Console. To optimize costs, it’s easy to add nodes during a marketing campaign and remove them afterward. Even if the traffic count is different from expected, we can change the number of nodes immediately. That’s one incredible convenience of Cloud Spanner.

Building powerful pipelines

Our data pipelines are used for KPI analytics, fraud detection, credit scoring, and customer support use cases. Because Cloud Spanner integrates so easily with other Google Cloud data services, the data in Spanner is easily accessible for analytics. From the Spanner database for each microservice, we create both batch and streaming data pipelines using Pub/Sub and Dataflow, as well as Apache Flink, and load the data into BigQuery and Google Cloud Storage. We’re able to quickly aggregate the data required for data platforms such as BigQuery and Cloud Storage. The original data is stored in Spanner and managed by microservices, but analysis through BigQuery is centrally managed by the Data Platform team. This team determines the confidentiality level of data and centrally manages BigQuery permissions using Terraform. By centrally managing data access permissions on the data platform rather than on individual microservices, we’re able to set appropriate security for individual users.

Our full data portfolio also includes Looker, which we use for product analysis, accounting analysis, test performance visualization, operation monitoring, development efficiency analysis, and HR analysis. We also use Dataproc, Cloud Composer, Data Catalog, and Data Studio. The Dataflow template created for the pipeline is also published as OSS. 

With Spanner and other Google Cloud services, our Merpay platform is flexible, secure, scalable and highly available. As Spanner eliminates overhead, we can devote engineering resources to developing new tools and solutions for our customers. We’re looking ahead at providing cryptocurrency service, for example, and are now working on a project to migrate Mercari’s monolithic system that is still on premises entirely over to Google Cloud.

Read more about Mercari and Merpay. Or check out our recent blog: three reasons to consider Cloud Spanner for your next project.

It has been seven years since Marc Andreesen’s famous article “Why Software is Eating the World” was published in the Wall Street Journal, and given the slow pace of change in many companies, some executives still may not be taking the threat of being “eaten” seriously enough. 

Software, and platform business models based on software, have the potential to deliver powerful economic forces into virtually any company or industry. Every company has valuable assets—such as data, expertise or access to certain services or user bases—and most of these assets can be delivered via software. Once an asset is expressed as software in a modern way—that is, as an application programming interface (API)—it can be combined with other software to create new applications and digital experiences.

Benefits of this approach, just to name a few, include near-zero marginal cost to scale up APIs for new users or use cases; global reach for both partners using APIs and end users consuming the digital experiences those APIs power; and network effects triggered as more partners use a given company’s digital assets and spread its services into new markets and use cases.

Disruption by software-powered business models

In the last two decades we’ve seen individual companies and entire industries upended by these kinds of software-powered business models. Examples abound: Amazon and the retail industry, Netflix and movie rentals, Uber and ride hailing, Airbnb and hotels, etc. We’ve reached the point that these companies’ names have become verbs synonymous with being “eaten” by software (e.g., “Amazoned” or “Netflixed”).

The most famous examples of digital disruption involve digital natives, of course, but legacy businesses are leveraging software to evolve too. Brazilian retailer Magazine Luiza—a company I’ve worked with through my employer, Google Cloud’s Apigee team—has enjoyed enormous revenue growth and seen its stock soar, for example, as it has built out its digital platform capabilities and transitioned from a primarily brick-and-mortar model to an omnichannel one. The point is, whether a company has been in business five decades, five years or five months, software remains ravenous and is always looking for new companies and industries to “eat.”

Change in the face of serious threats

Facing this threat, how should corporate leadership respond? There are some excellent examples of CEOs who have galvanized their companies and led them through the massive, gut-wrenching change required to pivot in the face of a serious threat. A few of the biggest examples include: 

• In 1995, it became apparent to Microsoft co-founder and then-CEO Bill Gates that the internet was “the most important single development to come along since the IBM PC,” and, if not embraced in haste, a threat to many of Microsoft’s businesses. In May of that year he published the “The Internet Tidal Wave” memo and focused all of Microsoft on adopting and building for the internet. Almost 20 years later, current Microsoft CEO Satya Nadella similarly made the bold decision to redirect the company for a cloud-first world. 

• Facebook went public at $38 per share in May of 2012 but within months, stocks could be had for a little over half that. The concern? Facebook was a desktop-optimized website without a polished mobile presence, and by 2012, consumer attention had begun to accelerate towards mobile at a much higher rate than many initially predicted.  Facebook CEO Mark Zuckerberg reacted by not only proclaiming Facebook a mobile-first company, but also backing up that proclamation with action.  

• Turning to another company I’ve worked with via Apigee, T-Mobile launched its highly visible “Uncarrier” campaign—which offers streamlined, customer-friendly plans and services—while also investing in and executing a new IT vision dedicated to ongoing digital transformation. T-Mobile execs have credited the technology effort, spearheaded by CEO John Legere, with helping the company to introduce new services and better service customers. T-Mobile’s market cap has more than doubled since Legere took over in 2012.  

Keeping pace with changing customer needs

In the face of an existential threat, strong executive leadership is required to pivot the company to safety, as these examples attest. Digital transformationisn’t about deploying new technologies just to make an existing approach more efficient or to add a few new apps or features to the status quo; digital transformation is about keeping pace with changing customer needs by leveraging software platforms to continuously evolve how the business operates. This can be akin to turning an enormous ship—and a ship can’t turn very well without her captain, first mate, and other leaders showing the way.  

Research supports this. A recent Deloitte survey, for example, found that over “80 percent of respondents from digitally maturing organizations say their leaders have sufficient knowledge and ability to lead the company’s digital strategy,” compared to only “22 percent of early-stage business respondents [who] have the same belief.” Similarly, Gartner research finds that CEOs are seeking a “deeper understanding of digital business” as they shift their focus from growth in general to how technology helps them attain it.  

More recently, the onslaught of software devouring the world has been further accelerated by machine learning making everything smarter, voice interfaces changing how people interact with devices, and more. To keep pace, corporate leaders need to galvanize their companies to build and deploy software faster, make systems and data easily accessible inside and outside their companies, and improve digital experiences through not only machine learning but also constant data-driven iteration. 

Seven years after Andreesen’s editorial, the pace of digital disruption is still increasing, and so is the need for strong leadership to pivot fully into digital. Over half of the Fortune 500 has been acquired, merged or declared bankruptcy since 2000—and the companies that survive in coming years won’t be those whose leaders treat technology as an IT concern rather than a core part of the business.