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La creación de una fuerza laboral empoderada con IA generativa
by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:26 - 14 Oct 2023 -
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Can the world move toward a higher benchmark and erase poverty more decisively—and do so while simultaneously taking action to get on a net-zero pathway? On Thursday, Oct. 26, 11:30 AM ET / 5:30 PM CET, join Sven Smit, senior partner and global chair of MGI, and Tracy Francis, senior partner and chief marketing officer, as they explore these questions and the implications for companies as we look to close the economic empowerment and net-zero gaps.
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:27 - 13 Oct 2023 -
How are women faring in the workplace?
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
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Back to work. During the COVID-19 pandemic, millions of women dropped out of the US labor force, many unable to juggle work and household responsibilities. Now, 2023 data finds that the highest percentage of women have rejoined the workforce since 2020. Still, women’s progress is precarious. Facing an ongoing wage gap is only one part of the problem. Since they perform the bulk of domestic labor, women are more vulnerable to burnout—and burnout is why many women left the workforce in the first place. [BBC]
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More women in C-suite. The Women in the Workplace 2023 report reveals some hard-fought gains at the top, with women’s representation in the C-suite at the highest it has ever been. Since 2015, the number of women in the C-suite has increased from 17% to 28%, and more women are also in VP and SVP roles. However, with lagging progress in the middle of the pipeline and a persistent underrepresentation of women of color, true parity remains painfully out of reach, according to McKinsey senior partners Alexis Krivkovich and Lareina Yee and their coauthors.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 01:47 - 13 Oct 2023 -
Don't Miss Out! "Accelerating Computer Vision Model Development & Deployment with Intel® Geti™ and OpenVINO™"
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by "Intel Corporation" <IntelConnect@plan.intel.com> - 01:19 - 12 Oct 2023 -
Forward Thinking on the existential issues facing the middle classes in every country with Homi Kharas
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From poverty to empowerment: Raising the bar for sustainable and inclusive growth
The economic potential of generative AI: The next productivity frontier
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:09 - 12 Oct 2023 -
The 6 Most Impactful Ways Redis is Used in Production Systems
The 6 Most Impactful Ways Redis is Used in Production Systems
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Redis is often referred to as a Swiss Army knife - it's an incredibly versatile in-memory database that can help solve many different problems.
Let's say your online game is experiencing slow response times from your database due to rapidly increasing users. Or your e-commerce site needs to quickly display real-time product inventory for flash sales. Or your web analytics need to track page views at massive scale.
Redis to the rescue! Its lightning fast speeds and flexible data structures make it a go-to tool for many challenging use cases.
In this issue, we'll explore 6 popular Redis use cases including caching, session management, leaderboards, queues, analytics, and more. You'll discover techniques to supercharge your apps.
But first, let's do a quick refresher on Redis data structures we covered in our previous issue:
Now what makes Redis so fast? Unlike disk-based databases, Redis stores all data in memory and uses a single-threaded design. This allows Redis to achieve extremely high throughput and lightning fast speeds for reads and writes. The performance combined with versatile data structures like the ones above enables Redis to power many data-intensive real-time applications.
First up is caching.
Cache
A cache is an essential part of a system. It provides a shortcut to access hot data and improves performance. A typical cache architecture has three layers:
Application Cache: This sits inside the application's memory and is usually a hashmap holding frequently accessed data like user profiles. The cache size is small and data is lost when the app restarts.
Second Level Cache: This is often an in-process or out-of-process cache like EhCache. It requires configuring an eviction policy like LRU, LFU, or TTL based eviction for automatic cache invalidation. The cache is local to each server.
Distributed Cache: This is usually Redis, deployed on separate servers from the application servers. Redis supports different eviction policies to control what data stays in the cache. The cache can be sharded across multiple servers for horizontal scalability. The cache is shared across multiple apps. Redis offers persistence, replication for high availability, and a rich set of data structures.
Redis lets you cache different data types like strings for user’s full names, hashes for user profiles, etc. However, the database remains the complete source of truth and holds the full set of data, while Redis caches the hot subsets.
Based on the Pareto principle, around 20% of data tends to make up 80% of accesses. So caching the hottest 20% of data in Redis can improve performance for a majority of requests. This 80/20 rule of thumb can guide what data is cached versus stored solely in the database.
The cache hierarchy allows managing different data sizes/access patterns efficiently. The first level cache holds a small volume of very hot data. The second level cache holds more data, still frequently accessed. The distributed Redis cache can hold large datasets by sharding across servers.
Using Redis as a cache improves performance but introduces complexity around cache coherence. There can be multiple copies of data, so read/write strategies need careful design. Typically one data source is designated as the "source of truth" and writes go there first. The application can implement lazy loading and write-through patterns when using Redis as a cache to keep it updated. Cache aside and read aside are other application-level caching patterns that Redis readily supports.
Caching is a classic time vs space tradeoff - we duplicate data across the system to gain speed. Interested readers can check our previous issues on caching best practices.
Based on the Pareto principle, 20% of the data in the system is mostly accessed, so this should be good guidance for the caching strategy.
Session Store
The Session Store is a critical component for web applications to maintain state across requests. Popular solutions like Redis provide a fast, scalable session store by keeping session data in-memory.
The server uses Redis to store session data and associate it with each user. It assigns every client a unique session ID that is sent on each request to retrieve the correct session. Storing sessions in Redis instead of locally on each app server removes the need for "sticky sessions" when load balancing.
Session data in Redis is serialized as JSON or similar format. This enables structured data to be stored like user profiles, recent actions, shopping carts, and CSRF tokens.
Sessions should expire after a period of inactivity. This practice improves security and frees up stale resources. The expiration time can be configured based on app needs.
The diagram below shows a typical Redis session flow:
Steps 1 and 2 - A user login request is sent to the User Service.
Steps 3 and 4 - The User Service creates a new session in Redis by generating a unique session ID.
Steps 5 and 6 - The User Service sends the session ID back to the client where it is stored locally.
Steps 7 and 8 - The user adds a product to their shopping cart. This sends the request to the Shopping Cart Service.
Steps 9 and 10 - The Shopping Cart Service retrieves the session data from Redis using the session ID. It updates the session object in Redis by adding the new shopping cart items.
Steps 11 and 12 - The Shopping Cart Service returns a success status to the client.
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 12 Oct 2023 -
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by "Duncan Bradford, New Relic" <emeamarketing@newrelic.com> - 05:00 - 12 Oct 2023 -
There are four plausible paths for global wealth. Here’s how each could play out.
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
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The dismal science. At a recent meeting, top global economists traded gloomy views of global growth, citing concerns including low productivity, a lack of geopolitical stability, and record government debt. One economist suggested that a global growth rate above 4% may be in the past, a relic of a period during which China’s rapid growth drove higher global output. Annual growth of 3% may be the new reality, which could create difficult situations for less developed economies with growing populations. [Reuters]
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The road less traveled. Is it possible for the world to return to an era of productive growth? McKinsey Global Institute (MGI) director Olivia White, McKinsey senior partner Michael Birshan, and their coauthor explored four plausible scenarios for the global economy’s next path. Three scenarios offer an unfavorable mix of inequality, high inflation, and asset corrections. But a return to productive growth would help lower inflation, enable technology deployment and new investment to accelerate, and allow GDP growth to outpace growth in the value of the world’s assets.
— Edited by Katy McLaughlin, senior editor, Southern California
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:07 - 12 Oct 2023 -
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How are gen AI and other trends affecting the future of work?
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
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Highly sought skills. Organizations are on a hiring spree to snap up skilled workers, with AI as the fastest-growing job category in the first six months of 2023, according to a US freelance-work platform. An analysis of hiring behavior on the platform revealed the ten AI-related capabilities companies most desire. These include the ability to work with generative-AI-driven chatbot applications, understand natural-language processing, and use AI image processing, which allows organizations to extract information from invoices and other documents. [CIO]
•
Occupational shifts. Organizations must pivot to embrace AI and gen AI, along with the deep changes they may create, McKinsey Global Institute director Kweilin Ellingrud and McKinsey partner Saurabh Sanghvi share in a recent episode of The McKinsey Podcast. In the US, 12 million occupational transitions are likely going to need to happen between now and 2030, Ellingrud reveals. Eighty percent of those would likely occur in four occupational categories: customer service, food service, production, and office support.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 02:30 - 11 Oct 2023 -
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The Tech Promotion Algorithm: A Structured Guide to Moving Up
The Tech Promotion Algorithm: A Structured Guide to Moving Up
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While most topics in the ByteByteGo newsletter focus on technical knowledge, we also acknowledge the critical role of managing career growth and development, particularly for those at or targeting senior software engineer roles. In today's issue, we are fortunate to have Steve Huynh, Principal Engineer at Amazon, as our guest contributor. Steve is an 18 year veteran at Amazon. He’s conducted more than 850 technical interviews, trained thousands of people on how to conduct interviews and assess candidates, and has directly mentored dozens of folks to get to the next level.
I encourage you to check out his new program, Speedrun to Promotion.
I also encourage you to check out his YouTube channel, and his free newsletter for further insights.
Follow Steve for more on LinkedIn and Twitter.
If you choose to go down the path of becoming a high-level tech IC, there’s a common frustration and helplessness that comes from not knowing how to get promoted. It’s easy to feel stuck and uncertain about the next steps in your career progression, even if you are doing everything that has been asked of you. The lack of clarity and guidance on what it takes to level up can be demotivating, especially if your peers seem to be passing you by.
A lot of this frustration comes from the lack of structure to the whole process. But because promotion is a process, it can be streamlined and optimized. In this newsletter, I’ll explain to you my personal approach to promotions that takes the guesswork out of the equation.
A lot of advice for promotion I would characterize as guess and check. It’s not wrong per se, but it doesn’t take into account the specific situations people are in, and it’s not guaranteed to terminate. Advice like “you should become a subject matter expert (SME) on your code base, ” or “you should lead a project from start to finish” may very well be true. The problem is that some of this advice doesn’t have clear boundaries. When exactly do you become an SME? You can also lead projects from start to finish and still be passed up for promotion and not know why.
A better approach is to invert things to create a plan that addresses gap areas that you proactively identify. This ensures that your effort is focused on things that directly address next-level criteria, instead of things where you’ve already demonstrated strengths, or worse, put effort into things that won’t make a difference at all. I call my approach the Tech Promotion Algorithm. In this newsletter I will share the exact steps to this algorithm.
I developed this framework over the course of nearly 20 years in the tech industry. Over this time I’ve helped dozens of people get to the next level, whether that was a promotion in-role or a lateral role change, like from SDET to SDE. This also includes several people that I’ve directly helped get to the L7 principal engineer level.
Preconditions
Like any algorithm, there are preconditions that must be satisfied before we can proceed:
You are employed - You can’t get promoted if you don’t have a job. I also won’t cover how to get a promotion by moving companies.
You are not on a performance improvement plan and are generally meeting expectations at your current level - Promotion occurs when you can successfully convince the right people that you can handle more scope. If you aren’t meeting expectations at your current level, focus on that before trying to get promoted.
You have a supportive manager - It’s critical to have the support of your manager because, at most companies, managers are the ones who shepherd employees through the process, author promotion documents, and compile promotion packets. If you have a bad relationship with your manager, focus first on repairing this relationship. If this is not possible you may have to switch teams or companies since they are so essential to the process.
Promotion is possible where you are - Some companies have instituted promotion freezes due to the economy. You may also be "capped out" at your current position, as some companies don't promote people past a certain level. The easy way to know whether a promotion is possible is if others have been promoted at your company in the past to the level you are targeting, though even this might not be enough. If your company has a quota system, you may not be able to get promoted until someone else leaves.
Tech Promotion Algorithm
The Tech Promotion Algorithm consists of three steps.
Generating a 360 assessment of where you stand - You need to identify what the next-level criteria is, and determine your strengths and weaknesses against this criteria by doing a self-assessment, working with your manager, and soliciting feedback from other coworkers, preferably with the people that have a say on whether you get promoted or not.
Developing an actionable plan and reviewing it with others - Once you’ve compiled a comprehensive assessment of where you stand, you need to generate a plan of action. Review this plan with the same audience that you solicited feedback from to ensure that the plan sufficiently addresses your areas of growth.
Execute - Since you’ve created an actionable plan it’s time to action that plan. How you deliver is just as important as what you deliver.
Iterate on these three steps until you are promoted. After every iteration, your areas for improvement should shrink, the plan should have less and less ambiguity, and execution should be much more focused. While there is no guarantee that this approach will always lead to a promotion, it optimizes for taking action on targeted areas in a systematic manner, so you at least avoid relying on guess and check methods.
360 Assessment
To create a comprehensive assessment of yourself, you must get feedback from the following sources:
Previous promotion feedback, if applicable
Self-assessment
Manager
Peers at the same level or below (what I call adjacent and downward)
Individual Contributors (ICs) and managers who are at higher levels and outside of your local organization (what I call upward and outward).
I will go over each type of feedback provider in more detail. But it’s critical that you both ask for your strengths and areas for improvement in terms of next-level criteria. Feedback against at-level criteria is useful for things like yearly performance reviews, but they are not the same.
Many companies, especially large ones, have published promotion criteria and leveling guidelines for each role. If this exists for your company, you are ready to proceed to gathering feedback.
If your company is small or doesn't have formal promotion criteria, don't fret. If you do some sleuthing online, you can find the role and level guidelines for other tech companies. Use sites like levels.fyi to map your role, level, and company (or a comparable company) to the level guidelines that you've found online. This approach isn't perfect, as there is often company-specific culture and terminology baked into these documents, but for the most part, these criteria are shared across the industry. Gathering 2-3 of these level documents and mapping them against levels.fyi should give you a good sense of the scope required at the next level for your company.
You should have 8-10 dimensions for which you need to gather data points. Put these in a spreadsheet as rows. The columns will be the feedback sources. To fill out your assessment, you will color the cells red for needs major improvement, yellow for needs minor improvement or more data, green for strength, and gray for no data.
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 10 Oct 2023 -
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by "New Relic" <emeamarketing@newrelic.com> - 06:07 - 10 Oct 2023 -
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Gen Z’s mental health is declining, but there are opportunities for early intervention
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
•
Mental health generation gap. Members of Gen Z are a lot more likely than other generations to report experiencing stress, loneliness, and anxiety, according to a recent survey of more than 3,000 people in the US between the ages of 12 and 26. Less than 50% of Gen Zers believe they are thriving, compared with about 60% of millennials when they were at the same age. The news isn’t all bad, however, as Gen Z is also optimistic: more than 75% of them believe they have a bright future ahead, despite feeling unprepared for it. [CNN]
•
Teens in crisis. The number of young people experiencing mental health issues was already increasing before the COVID-19 pandemic, Harold Koplewicz, the founding president and medical director of the Child Mind Institute, shares in an interview with McKinsey Health Institute (MHI) coleader Erica Coe. Recent MHI research finds that Gen Z’s perceived mental health is worse than any other generation. Gen Zers are also much more likely to experience negative effects from interacting with social media. They tend to use social media more passively (for example, scrolling through others’ Instagram posts).
•
Talking about mental health. One interesting finding from the MHI survey is that of the 22% of Gen Zers who reported using digital mental health tools, 80% found them to be effective but often didn’t stick with them. “There’s a real question of how we engage Gen Z users to really utilize the power of digital innovation,” Coe says. Promoting mental health at work through employee programs and training programs to increase diversity in the therapist workforce can reduce stigma. Listen to this edition of The McKinsey Podcast for more on how investing in mental health support can benefit all generations.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:29 - 10 Oct 2023 -
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by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 12:06 - 10 Oct 2023 -
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 9 Oct 2023 -
Update: The Remote Connect Virtual Conference event platform is now live! Sign up today to see the full agenda
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