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My NEW book, Coding Interview Patterns, is now available on Amazon
My NEW book, Coding Interview Patterns, is now available on Amazon
Forwarded this email? Subscribe here for moreMy new book, Coding Interview Patterns, is now available on Amazon!
I’ve been working on this book for 1.5 years with my co-author, Shaun Gunawardane.
We’ve spent countless days for each problem to develop the most intuitive ways to explain the reasoning behind each solution to save you time.
Our goal is to help you understand the underlying patterns of each coding problem, so you don’t have to grind through 100s/1000s of them.
We’ve also included 1,000+ diagrams to help you quickly grasp the reasoning and logic behind a solution within 5–10 minutes.
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𝐖𝐡𝐚𝐭’𝐬 𝐢𝐧𝐬𝐢𝐝𝐞?
- An insider’s perspective on what interviewers are truly looking for and why.
- 101 real coding interview problems with detailed solutions.
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𝐓𝐚𝐛𝐥𝐞 𝐨𝐟 𝐂𝐨𝐧𝐭𝐞𝐧𝐭𝐬
Chapter 1: Two Pointers
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Chapter 3: Linked Lists
Chapter 4: Fast and Slow Pointers
Chapter 5: Sliding Windows
Chapter 6: Binary Search
Chapter 7: Stacks
Chapter 8: Heaps
Chapter 9: Intervals
Chapter 10: Prefix Sums
Chapter 11: Trees
Chapter 12: Tries
Chapter 13: Graphs
Chapter 14: Backtracking
Chapter 15: Dynamic Programming
Chapter 16: Greedy
Chapter 17: Sort and Search
Chapter 18: Bit Manipulation
Chapter 19: Math and Geometry
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Hi Md Abul,
Our exciting webinar - Building a composable API platform powered by OAS, OAuth and OTel - takes place tomorrow, December 5th. Don’t miss your last chance to sign up!
Taking place over Zoom at 10:00 AM EST/3:00 PM GMT, the webinar will deliver a whole heap of knowledge and insights - plus a special live demo. You can find full details here. We’ll cover:
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The live demo will look at how you can build an API platform using Tyk, Grafana and Keycloak, providing you with the knowledge and inspiration you need to start building your own platform.
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Why an inclusive culture is key to doing business
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60 years of technology: What’s evolved, or stayed the same?
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Complementing “The future of technology,” the first issue in our yearlong celebration of McKinsey Quarterly’s 60th birthday, this 250-page downloadable bonus issue mines six decades of Quarterly archives to chronicle how discussions about technology in business have evolved—and how much they’ve stayed the same. We hope you delight in the timeless insights found in these 18 hand-selected classic Quarterly articles—previously available only in archival print issues—and appreciate them for the artifacts of business history that they are.
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 01:05 - 3 Dec 2024 -
How LinkedIn Customizes Its 7 Trillion Message Kafka Ecosystem
How LinkedIn Customizes Its 7 Trillion Message Kafka Ecosystem
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Disclaimer: The details in this post have been derived from the LinkedIn Engineering Blog. All credit for the technical details goes to the LinkedIn engineering team. The links to the original articles are present in the references section at the end of the post. We’ve attempted to analyze the details and provide our input about them. If you find any inaccuracies or omissions, please leave a comment, and we will do our best to fix them.
LinkedIn uses Apache Kafka, an open-source stream processing platform, as a key part of its infrastructure.
Kafka was first developed at LinkedIn and later open-sourced. Many companies now use Kafka, but LinkedIn uses it on an exceptionally large scale.
LinkedIn uses Kafka for multiple tasks like:
Tracking user activity
Exchanging messages
Collecting metrics.
They have over 100 Kafka clusters with more than 4,000 servers (called brokers), handling over 100,000 topics and 7 million partitions. In total, LinkedIn's Kafka system processes more than 7 trillion messages every day.
Operating Kafka at this huge scale creates challenges in terms of scalability and operability. To tackle these issues, LinkedIn maintains its version of Kafka, specifically tailored for their production needs and scale. This includes LinkedIn-specific release branches that contain patches for their production requirements and feature needs.
In this post, we’ll look at how LinkedIn manages its Kafka releases running in production and how it develops new patches to improve Kafka for the community and internal usage.
LinkedIn’s Kafka Ecosystem
Let us first take a high-level look at LinkedIn’s Kafka ecosystem.
LinkedIn's Kafka ecosystem is a crucial part of its technology stack, enabling it to handle an immense volume of messages - around 7 trillion per day.
The ecosystem consists of several key components that work together to ensure smooth operation and scalability. See the diagram below:
Here are the details about the various components:
Kafka Clusters and Brokers
LinkedIn maintains over 100 Kafka clusters
These clusters consist of more than 4000 brokers
The clusters handle over 100,000 topics and 7 million partitions
Applications with Kafka Clients
Various applications within LinkedIn’s software stack use Kafka clients to interact with the Kafka clusters.
These applications use Kafka for tasks like activity tracking, message exchanges, and metrics gathering
REST Proxy
The REST proxy enables non-Java clients to interact with Kafka
It provides a RESTful interface for producing and consuming messages
Schema Registry
The schema registry is used for maintaining Avro schemas
Avro is a data serialization format used by LinkedIn for its messages
The schema registry ensures data consistency and compatibility between producers and consumers
Brooklin
Brooklin is a tool used for mirroring data between Kafka clusters
It enables the replication of data across different data centers or environments
Cruise Control
Cruise Control is a tool used for cluster maintenance and self-healing
It automatically balances partitions across brokers and handles broker failures
Cruise Control helps ensure optimal performance and resource utilization
Pipeline Audit and Usage Monitoring
LinkedIn uses a pipeline completeness audit to ensure data integrity
They also have a usage monitoring tool called “Bean Counter” to track Kafka usage metrics
All these components work together to form LinkedIn’s robust and scalable Kafka ecosystem.
The ecosystem enables LinkedIn to handle the massive volume of real-time data generated by its users and systems while maintaining high performance and reliability.
LinkedIn engineering team continuously improves and customizes its Kafka deployment to meet specific needs. They also contribute many enhancements back to the open-source Apache Kafka project.
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LinkedIn’s Kafka Release Branches
LinkedIn maintains its special versions of Kafka, which are based on the official open-source Apache Kafka releases. These special versions are called LinkedIn Kafka Release Branches.
Each LinkedIn Kafka Release Branch starts from a specific version of Apache Kafka. For example, they might create a branch called “LinkedIn Kafka 2.3.0.x”, which is based on the Apache Kafka 2.3.0 release.
LinkedIn makes changes and adds extra code (called “patches”) to these branches to help Kafka work better for their specific needs. They have two main ways of adding these patches:
Upstream First: This is where they make the change in the official Apache Kafka code first. Then, they bring that change into their LinkedIn branch later. This approach is used for changes that are not super urgent.
LinkedIn First (Hotfix): This is where they make the change in their LinkedIn branch first, to fix an urgent problem quickly. Then, they try to also add this change to the official Apache Kafka code later.
The diagram below shows the approach to managing the releases:
In the LinkedIn Kafka Release Branches, one can find a mix of different types of patches:
Regular Apache Kafka patches from when they created the branch.
Patches that LinkedIn made and added to Apache Kafka first (Upstream First).
Patches for urgent fixes that LinkedIn made in their branch first (LinkedIn First/Hotfix).
Some patches are specific to LinkedIn and are not in the official Apache Kafka code.
When LinkedIn creates a new Kafka Release Branch, it starts from the latest Apache Kafka release. Then, they look at their previous LinkedIn branch and bring over any of their patches that haven’t been added to the official Apache Kafka code yet.
They use special notes in the code changes to keep track of which patches have been added to the official release and which are still just in the LinkedIn version. Also, they regularly check the Apache Kafka code and bring in new changes to keep their branch up to date.
Finally, they perform intensive testing of their new LinkedIn Kafka Release Branch. They test it with real data and usage to ensure that it works well and performs fast, before using it for real work at LinkedIn.
Kafka Development Workflow at LinkedIn
When LinkedIn engineers want to make a change or add a new feature to Kafka, they first have to decide whether to make the change in the official Apache Kafka code (called "upstream-first") or to make the change in LinkedIn's version of Kafka first (called "LinkedIn-first" or "hotfix approach").
Here’s what the decision-making process looks like on a high level:
To make this decision, they think about how urgent the change is.
If it's a change that needs to happen very quickly to fix a problem that's happening in LinkedIn's production systems, they'll usually do it LinkedIn-first. This way, they can get the fix into LinkedIn's version of Kafka and deploy it to their servers as fast as possible.
However, if the change is something that can wait a bit longer, like a week or so, and it's not too big of a change, they'll try to do it upstream first. This means they make the change in the official Apache Kafka code, and then later bring that change into LinkedIn's version.
For new features that have been approved through the Kafka Improvement Proposal (KIP) process, they always try to do these upstream first. This is because new features usually aren't as urgent as fixing production issues, and it's good to contribute new features to the main Apache Kafka project so the wider community can benefit from them.
The diagram below shows the entire flow in more detail.
So in summary, the decision between upstream-first and LinkedIn-first depends on factors like:
The urgency of the change. For example, production fixes are more urgent.
The time it would take to get the change into the official Apache Kafka Code. Quicker is better for upstream first.
Whether it's a new feature or a bug fix. New features usually go upstream first
Patch Examples from LinkedIn
LinkedIn has made several changes (called “patches) to Kafka to help it work better for their specific needs. These patches fall into a few main categories:
Scalability Improvements
LinkedIn has some very large Kafka clusters, with over 140 brokers and millions of data copies in a single cluster.
With clusters this big, they sometimes have problems with the central control server being slow or running out of memory. Also, many times brokers take a long time to start up or shut down.
To fix these problems, LinkedIn made patches to:
Reduce the amount of memory the controller uses, by reusing certain objects and avoiding unnecessary logging.
Speed up broker startup and shutdown, by reducing conflicts when multiple processes try to access the same data. This is also known as lock contention.
Operational Improvements
Sometimes, LinkedIn needs to remove brokers from a cluster and add new brokers. When they remove a broker, they want to make sure all the data on that broker is copied to other brokers first, so no data is lost.
However, this was hard to do, because even while they were trying to move data off a broker, new data was constantly being added to it.
To solve this, they created a new mode called “maintenance mode” for brokers. When a broker is in maintenance mode, no new data is added to it. This makes it much easier to move all the data off the broker before shutting it down.
New Features for Apache Kafka
LinkedIn has added several brand new features to their version of Kafka such as:
Keeping track of how much data each user is producing and consuming, so they can bill them accordingly.
Enforcing a minimum number of data copies when creating new topics, to reduce the risk of data loss if a broker fails.
A new way to reset the position in a topic that a consumer is reading from, to the closest valid position.
The LinkedIn engineering team also contributed many improvements directly to the Apache Kafka project, so everyone can benefit from them.
Some major examples include:
Improving how Kafka handles quotas (limits on resource usage).
Adding ways for Kafka to detect and handle outdated control messages and brokers that have been offline.
Separating the communication channels for control messages and data messages.
Adding a way to limit how far behind the compaction process can fall. For reference, compaction is a process that removes old duplicate data.
Conclusion
To summarize, LinkedIn customizes Kafka heavily to handle the immense scale at which it operates.
It also contributes many improvements upstream while maintaining release branches to rapidly address issues. Their development workflow and release branching are designed to balance urgency with contributions going back to the open-source community.
References:
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Your Guide to CSRD Compliance with SAP Hi there,Our webcast on mastering CSRD with SAP is almost here! Join us on December 4, 2024 to learn how SAP solutions make CSRD compliance easier.
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Are your performance reviews motivating employees?
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A people-first approach. Companies that focus on their people’s performance experience 30% higher revenue growth than their peers who do not and are 4.2 times more likely to outperform them, reveal McKinsey partner Asmus Komm and colleagues. Formal reviews remain a crucial aspect of performance management, but they don’t always focus on what matters to workers. Rather than relying on numerical-rating scales, McKinsey research finds that reviews that focus on individuals’ goals and are delivered by skilled managers are more likely to motivate employees.
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Having the hard conversation. Part of being a skilled manager is the ability to deliver tough feedback, which means having healthy conversations that focus equally on accomplishments and areas of improvement. Too often, managers “soft-pedal it” and don’t share constructive feedback because they are “scared to have a conversation that may be more direct and affect compensation,” McKinsey partner Bryan Hancock explains. For more tips on delivering performance reviews that support development and inspire employees, check out the latest edition of the McKinsey Quarterly Five Fifty.
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by "Remote" <hello@remote-comms.com> - 06:02 - 2 Dec 2024 -
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How to grow in a volatile world: A leader’s guide
Leading Off
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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 Leading Off. 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
When navigating the geopolitical volatility that’s become a fact of doing business, organizations can benefit from taking a proactive approach to creating value while also managing risk. McKinsey’s Cindy Levy, Shubham Singhal, and Matt Watters suggest that leaders look at geopolitical issues “with an eye toward thriving and not just surviving.” Companies can consider tailoring their growth, operations, technology, and talent strategies to reflect changing global realities by asking questions such as: How can we align our business with shifting international trade flows? Will new economic and security alliances create growth opportunities? “When organizations view geopolitics through a value-creation lens,” the authors say, “they can realize outsize benefits.”
That’s the percentage of executives who cite global instability or conflicts as one of the top threats to global growth over the next year, according to a recent McKinsey Global Survey on economic conditions. McKinsey senior partner Sven Smit and his coauthors note that, in a rare convergence, executives view geopolitical issues and transitions of political leadership as the chief risks to both global growth and growth in their own countries in the year ahead. Over the longer term, respondents also cite geopolitical instability most often as a global risk in the next decade.
That’s McKinsey’s Ziad Haider on how corporate boards are reorganizing themselves to oversee geopolitics and its effects on the organizations they serve. In an episode of McKinsey’s Inside the Strategy Room podcast, Haider stresses that boards need geopolitically savvy members who can help executives deal with regulators, policy makers, and broader operational issues. Board members also can be a vital resource to newly created teams that are responsible for managing the company’s geopolitical risk. “That pairing gives the unit a champion on the board, both for the team’s insights and to amplify its work, because it can be a lonely uphill fight to try to establish the importance of these themes,” Haider says.
The ‘disorienting’ state of global crises will not last forever, two leading economists say in an episode of the McKinsey Global Institute’s Forward Thinking podcast. A. Michael Spence and Mohamed El-Erian, coauthors of Permacrisis: A Plan to Fix a Fractured World, tell McKinsey’s Michael Chui they are optimistic that artificial intelligence, green technologies, and other breakthroughs can help solve global problems. “I tell my daughters, we’re leaving you with a world with a climate crisis, a debt crisis, a growth crisis, political crises. That’s the bad news,” El-Erian says. “The good news is you have tools that we never had, and they’re really powerful.” The authors also stress that the World Trade Organization and other multilateral organizations can help strengthen global cooperation, even as security and regulatory issues grow more complicated in the years to come. “The challenge here is to get a version of global cooperation and interdependence that’s both practical and realistic on the one hand, but that works, and certainly works better than nationalism and unilateralism run amok,” Spence says.
It’s time for leaders to develop the “muscles and bones” needed to navigate geopolitical issues and help foster global cooperation, say McKinsey global managing partner Bob Sternfels and coauthors Daniel Pacthod, Oliver Bevan, and Olivia White. Building an organization’s muscles means enhancing the capabilities of executives and board members to respond more effectively to geopolitical shocks. Strengthening the bones involves developing processes and systems that can help executives make better decisions on sensitive global matters—for example, early-warning systems and risk dashboards that provide alerts of potential disruptions to trade and supply chains. “An understanding of both global connections and geopolitical realities—and their implications for the business—should be a core competency for every multinational-corporation C-suite executive,” the authors say.
Lead by seizing geopolitical opportunities.
— Edited by Eric Quiñones, senior editor, New York
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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:06 - 2 Dec 2024 -
How (and why) should leaders become more vulnerable?
Only McKinsey Perspectives
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
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The vulnerable CEO. The C-suite is a different place than it was decades ago, when tough-minded CEOs were expected to have all of the answers. Today’s workers want their leaders to share their human side, including their vulnerabilities, explain McKinsey senior partners Dana Maor, Kurt Strovink, Ramesh Srinivasan, and senior partner emeritus Hans-Werner Kaas, authors of The Journey of Leadership. Yet many CEOs remain unsure about what makes them authentic or how to express those traits to others so that they can lead more effectively.
—Edited by Belinda Yu, editor, Atlanta
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Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:29 - 2 Dec 2024
