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Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
The CEO role has never been easy: the boss is ultimately in charge of forming the company’s new strategies, then marshaling the resources to deliver on them. But what we’re hearing now from the world’s CEOs is that their role is harder than ever. Accordingly, we’re doubling down on our commitment to support them. Our CEO Excellence research is generating a steady stream of insights on how the best CEOs consistently deliver results. And other colleagues continue to surface the issues that matter most to CEOs and their teams in the C-suite. In line with that, we’ve changed the focus (and the name) of this newsletter to signal our commitment to helping CEOs—both present and future—do the best jobs they can. Rest assured, we will continue to deliver, twice monthly, four articles and reports that are must-reads for people across the workforce—from C-level execs to the front line. In this edition, we look at how organizations with an innovative culture are more likely to confer a competitive edge with generative AI, how consumer companies are becoming software companies, and more. We hope you enjoy the read.
—Liz and Homayoun
Here’s what’s not new. Companies with highly innovative cultures are better able than their peers to meet the demands of dynamic times. This is known. But in today’s business environment—where generative AI is the talk of every watercooler, and fast movers take the prize—we’ve found that highly innovative companies are even more adept than we thought. When it comes to deploying generative AI at scale, top innovative organizations are widening the competitive gap between themselves and their trailing peers.
Hone your company’s innovative edge with five strategic actions in Companies with innovative cultures have a big edge with generative AI, a new article by Matt Banholzer, Ben Fletcher, Laura LaBerge, and Jon McClain.
Every consumer company is now a software company—or soon will be. More than 500 million people interact with Nike through its apps annually, for example. The Starbucks app clocks more point-of-sale payments in the US than any other platform except Apple. And e-commerce figures prominently in most consumer companies’ ambitions. But the pace of technology innovation is frantic, the demands are huge, and many companies are falling behind.
Keep up with Turning consumer and retail companies into software-driven innovators, by Aman Dhingra, Chandra Gnanasambandam, Rahul Mangla, Hannah Mayer, and Roger Roberts. 
Working hard or hardly working? With hybrid work firmly entrenched at many companies, some leaders are left wondering if all those faces on the videoconference call are committed to the mission, or if some might be spending most of their time on their hobbies (or working another job). Our new research finds that 10 percent of workers at an average organization are highly dissatisfied and actively disengaged. The cost to productivity is staggering—at least $228 million annually for a median-size company.
Companies can reconnect with the disengaged—and all other employees too, including star performers. To learn how, read Some employees are destroying value. Others are building it. Do you know the difference? by Aaron De Smet, Marino Mugayar-Baldocchi, Angelika Reich, and Bill Schaninger.
Tell me a story. We’ve known anecdotally for a long time that investors value ESG but want to see a clear path to value creation before investing. Now, we have the data to back it up, from a new survey of chief investment officers. Once a strong case is made, though, investors are ready to open their checkbooks: our data shows that a significant majority of them will pay a premium for companies that link ESG efforts to financial performance.
Learn how to tell a compelling ESG equity story with Investors want to hear from companies about the value of sustainability, by Jay Gelb, Rob McCarthy, Werner Rehm, and Andrey Voronin.We hope you find our new focus on CEOs inspiring and helpful. See you in two weeks with four more McKinsey ideas for the CEO and others in the C-suite.
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 02:12 - 22 Sep 2023 -
Supporting older workers in a multigenerational workplace can benefit business
On Point
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:29 - 22 Sep 2023 -
A Crash Course in Redis
A Crash Course in Redis
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Redis (Remote Dictionary Server) is an open-source (BSD licensed), in-memory database, often used as a cache, message broker, or streaming engine. It has rich support for data structures, including basic data structures like String, List, Set, Hash, SortedSet, and probabilistic data structures like Bloom Filter, and HyperLogLog.
Redis is super fast. We can run Redis benchmarks with its own tool. The throughput can reach nearly 100k requests per second.
In this issue, we will discuss why Redis is fast in its architectural design.
Redis Architecture
Redis is an in-memory key-value store. There are several important functions：
The data structures used for the values
The operations allowed on the data structures
Data persistence
High availability
Below is a high-level diagram of Redis' architecture. Let’s walk through them one by one.
Client Libraries
There are two types of clients to access Redis: one supports connections to the Redis database, and the other builds on top of the former and supports object mappings.
Redis supports a wide range of languages, allowing it to be used in a variety of applications. In addition, the OM client libraries allow us to model, index, and query documents.
Data Operations
Redis has rich support for value data types, including Strings, Lists, Sets, Hashes, etc. As a result, Redis is suitable for a wide range of business scenarios. Depending on the data types, Redis supports different operations.
The basic operations are similar to a relational database, which supports CRUD (Create-Read-Update-Delete):
GET: Retrieve the value of a key
PUT: Create a new key-value pair or update an existing key
DELETE: Delete a key-value pair
The data structures and operations are an important reason why Redis is so efficient. We will cover more in later sections.
In-Memory v.s. On-Disk
Redis holds the data in memory. The data reads and writes in memory are generally 1,000X - 10,000X faster than disk reads/writes. See the below diagram for details.
However, if the server is down, all the data will be lost. So Redis designs on-disk persistence as well for fast recovery.
Redis has 4 options for persistence:
AOF (Append Only File).
AOF works like a commit log, recording each write operation to Redis. So when the server is restarted, the write operations can be replayed and the dataset can be reconstructed.
RDB (Redis Database).
RDB performs point-in-time snapshots at a predefined interval.
AOF and RDB.
This persistence method combines the advantages of both AOF and RDB, which we will cover later.
No persistence.
Persistence can be entirely disabled in Redis. This is sometimes used when Redis is a cache for smaller datasets,
Clustering
Redis uses a leader-follower replication to achieve high availability. We can configure multiple replicas for reads to handle concurrent read requests. These replicas automatically connect to the master after restarts and hold an exact copy of the leader instance.
When the Redis cluster is not used, Redis Sentinel provides high availability including failover, monitoring, and configuration management.
Security and Administration
Redis is often used as a cache and can hold sensitive data, so it is designed to be accessed via trusted clients inside trusted environments. Redis security module is responsible for managing the access control layer and authorizing the valid operations to be performed on the data.
Redis also provides an admin interface for configuring and managing the cluster. Persistence, replication, and security configurations can all be done via the admin interface.
Now we have covered the basic components of Redis architecture, we will dive into the design details that make Redis fast.
In-Memory Data Structures
Redis is not the only in-memory database product in the market. But how can it achieve microsecond-level data access latency and become a popular choice for many companies?
One important reason is that storing data in memory allows for more flexible data structures. These data structures don’t need to go through the process of serialization and deserialization like normal on-disk data structures do, so can be optimized for fast reads and writes.
Key-Value Mappings
Redis uses a hash table to hold all key-value pairs. The elements in the hash table hold the pointers to a key-value pair entry. The diagram below illustrates how the global hash table is structured.
With the hash table, we can look up key-value pairs with O(1) time complexity.
Like all hash tables, when the number of keys keeps growing, there can be hash conflicts, which means different keys fall into the same hash bucket. Redis solves this by chaining the elements in the same hash bucket. When the chains become too long, Redis will perform a rehash by leveraging two global hash tables.
Value Types
The diagram below shows how Redis implements the common data structures. String type has only one implementation, the SDS (Simple Dynamic Strings). List, Hash, Set, and SortedSet all have two types of implementations.
Note that Redis 7.0 changed List implementation to quicklist, and ZipList was replaced by listpack.
Besides these 5 basic data structures, Redis later added more data structures to support more scenarios. The diagram below lists the operations allowed on basic data structures and the usage scenarios.
These data types cover most of the usage of a website. For example, geospatial data stores coordinates that can be used by a ride-hailing application like Uber; HyperLogLog calculates cardinality for massive amounts of data, suitable for counting unique visitors for a large website; Stream is used for message queues and can compensate the problems with List.
Now let’s look at why these underlying implementations are efficient.
SDS
Redis SDS stores sequences of bytes. It operates the data stored in buf array in a binary way, so SDS can store not only text but also binary data like audio, video, and images.
The string length operation on an SDS has a time complexity of O(1) because the length is recorded in len attribute. The space is pre-allocated for an SDS, with free attribute recording the free space for future usage. The SDS API is thus safe, and there is no risk of overflow.
The diagram below shows the attributes of an SDS.
Zip List
A zip list is similar to an array. Each element of the array holds one piece of data. However, unlike an array, a zip list has 3 fields in the header:
zlbytes - the length of the list
zltail - the offset at the end of the list
zllen - the number of entries in the list
The zip list also has a zlend at the end, which indicates the end of the list.
In a zip list, locating the first or the last element is O(1) time complexity because we can directly find them by the fields in the header. Locating other elements needs to go through the elements one by one, and the time complexity is O(N).
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by "ByteByteGo" <bytebytego@substack.com> - 11:40 - 21 Sep 2023 -
What is infrastructure monitoring?
New Relic
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Unmotivated workers come with a huge price tag. Here’s how to reengage them.
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
•
Unmotivated. US worker motivation has dipped to the lowest point since June 2022, with a majority of employees not highly engaged, which lowers productivity, a recent survey by a large provider of payroll administration and other HR tools revealed. The survey, which dates back to December 2021 and includes roughly 2,500 respondents each month, found that around 40% of American workers are highly productive. The IT sector claimed the biggest proportion of highly committed workers. [Bloomberg]
•
The cost of disengaged workers. As labor costs have increased and worker productivity has declined, companies are struggling to find objective ways to gauge employee effectiveness. According to new McKinsey research, organizations pay dearly by having unmotivated workers. Employee disengagement and attrition could cost a median-size S&P 500 company between $228 million and $355 million a year in lost productivity, McKinsey senior partner Aaron De Smet and coauthors find. That’s at least $1.1 billion in lost value per company over five years.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:24 - 21 Sep 2023 -
Impos + ImposPay Spring Sale and EXCLUSIVE Mr Yum Spring Special Offer
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Now officially boasting the third most popular beer in Australia, Your Mates Brewing is also a case study in tech integrations to improve service efficiencies.
Introducing tech into a people-led environment
Your Mates Brewing’s Operations Manager, Ryan Henshaw, said creating the ideal guest experience is all about leveraging technology to increase efficiencies.
“In the early days, we really held off on any technology because we wanted the interaction to be between people,” Ryan said. “People come here to have a yarn, but then we realised that the tech could enhance the experience so they’re spending more time with their mates rather than with us.
“Instead of being in line, they’re having a chat with their mates over a quick frothy [a cold beer, for our non-Australian audiences]. There’s less crowding at the bar, but of course, not everyone wants to use a QR code, so we love the flexibility of our tech stack.”
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“Data is the biggest reason we went with Mr Yum - we have massive amounts and we haven’t even touched the sides yet. We haven’t started using Connect [CRM] yet, but we’ll be pulling all the information from Mr Yum soon. We did a big crowdfund just before implementation that we ran through Mr Yum - guests couldn’t get their discount otherwise. It was great.
“Impos have been awesome to work with. We use it for all point-of-sale stuff - we haven’t done too much in the back end. There haven’t been any hiccups.”
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สร้าง Edge ที่ยืดหยุ่นและยั่งยืน
Schneider Electric
สร้าง Edge ที่ยืดหยุ่นและยั่งยืนDear Abul,
โลกกำลังเปลี่ยนแปลงอย่างรวดเร็วเป็นประวัติการณ์ อุตสาหกรรมกำลังเปลี่ยนแปลงเมื่อองค์กรนำเทคโนโลยีใหม่ๆ มาใช้ เช่น ปัญญาประดิษฐ์, 5G, IoT และอื่นๆ
รากฐานของการเปลี่ยนแปลงนี้คือโครงสร้างพื้นฐานทางดิจิทัลที่ขับเคลื่อนตลอดเวลา ซึ่งต้องการให้องค์กรต่างๆ มีความยืดหยุ่นและคล่องตัวในการตอบสนองด้วยนวัตกรรม
ในเซสชันนี้ คุณจะได้ค้นพบว่าชไนเดอร์ อิเล็คทริคสามารถรับมือกับความท้าทายและสร้างอนาคตที่ยั่งยืนในโลกไฟฟ้าใบใหม่ได้อย่างไร โลกที่เปิดใช้งานผ่านศูนย์ข้อมูลที่เชื่อมต่อและยั่งยืน… ในระบบคลาวด์และ Edge
© 2023 Schneider Electric. All Rights Reserved. Schneider Electric is a trademark and the property of Schneider Electric SE, its subsidiaries and affiliated companies. All other trademarks are the property of their respective owners.
by "Noe Noe OO, Schneider Electric" <Marcom.thailand@se.com> - 09:04 - 20 Sep 2023 -
Ensure Electric Fleet Safety with Vehicle Health Monitoring
Ensure Electric Fleet Safety with Vehicle Health Monitoring
Platform | Usecase
Challenges
Limited Visibility: Without real-time insights, EV performance issues go unnoticed.
Battery Degradation: Frequent charging and discharging cycles can lead to battery degradation, reducing the driving range of the electric vans.
Downtime Costs: Electric motors and inverters experience problems like overheating, bearing wear, or electrical faults.
Solutions
Real-time Insights: Gain instant visibility into EV health, detecting and addressing issues proactively.
Continuous Battery Monitoring: The system continuously tracks battery parameters such as SoC, SoH, temperature, and voltage.
Timely Maintenance: Based on motor data, schedule timely maintenance service when necessary.
Results
%201-1.png)
Maintenance costs reduced by 25%
Increase operational efficiency by 15%
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 20 Sep 2023 -
Societal participation: Could it lead to better health later in life?
Re:think
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FRESH TAKES ON BIG IDEAS
ON HEALTHY AGINg
How to make older ages healthier and happier
Ellen Feehan
At the McKinsey Health Institute (MHI), we’re focused on a modern perspective of health that extends beyond the physical to include mental, social, and spiritual health. What enhances health, however, changes as we age.
We define healthy aging as having continual “functional capacity”—or the ability to live daily life without undue pain or fatigue. Over time, an individual’s environment becomes increasingly important to being able to function, especially as physical, mental, social, or spiritual capacity declines. For example, an older person with a chronic illness living in a supportive environment may have more functional capacity than someone who is physically well but isolated.
In a recent MHI survey of more than 21,000 adults over 55 in 21 countries, we learned that older adults think five factors matter most to their health and functional capacity. The first four are having purpose, managing stress, being physically active, and interacting with others. The fifth is participating in activities beyond the home that incorporate purpose, stress reduction, movement, and socialization (such as volunteering, employment, learning, or being involved in community programs). People who do these things rate their health higher than their peers who don’t.
In general, older adults are active in their societies, though participation levels vary greatly depending on the context. However, a substantial number of older adults want to be doing more.
When it comes to employment, between 19 and 25 percent of respondents aged 55 and older said they are not working even though they want to work. I’m expressing those percentages as a range because there was some variation among respondents in different types of economies: desire to work was slightly lower in the highest-income societies, but higher in both lower-income and middle-income economies. Lower-income economies also had the highest percentage (38 percent) of respondents who said they are working because they want to, citing personal fulfillment, financial reasons, and health reasons as top factors. Among older adults, 84 percent, 63 percent, and 53 percent of older adults’ primary motivation for working is nonfinancial in India, China, and Brazil, respectively.“Between 19 and 25 percent of respondents aged 55 and older said they are not working even though they want to work.”
We’ve just completed some preliminary work on sizing the potential for increased workforce participation in the United States. We estimate that older adults who are not volunteering but want to do so could contribute an additional 88 hours on average per person annually for a total of 8.7 billion volunteer hours per year. Getting older adults who want to work but are not working to reenter the workforce could add up to $1.7 trillion in incremental annual GDP (or up to 7.2 percent). We are running similar analyses in many of the countries we sampled in our survey and will publish findings soon.
Some communities are starting to find new ways to address aging through social, physical, and political infrastructure. For example, in Hanoi, the NGO HelpAge International in Vietnam established more than 90 Intergenerational Self-Help Clubs in which local older people gather and make decisions about how they want to contribute to their local communities. Club members have collectively raised money to maintain their own club operations, provided microcredit loans to more than 300 members, and helped local community members obtain home care services. The most cited benefit from club members is the significant increase in community unity and solidarity. Similar examples of social support groups also exist in high-income countries. Examples like these highlight the importance of maintaining social connections and engaging older adults and their communities.
Far too often, opportunities that come from having an aging population are overlooked because of the many challenges relating to the largest demographic shift in human history. This is what we really need to rethink: instead of focusing on people’s numerical age, we need to zero in on how to expand their functional capacity.ABOUT THIS AUTHOR
Ellen Feehan is a partner in McKinsey’s New Jersey office.
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UP NEXT
Aditya Sanghvi on the pandemic’s effect on real estate
A recent McKinsey report examined the pandemic’s impact on urban real estate and modeled scenarios for demand through 2030. The bottom line: fewer days in the office has sent shock waves throughout the industry.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:30 - 20 Sep 2023 -
Investing in employees makes for better workers—and better companies
Five Fifty
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Investing in workers is good for organizations—to the tune of $1 billion in economic profit for those that focus on both performance and people, say the McKinsey Global Institute’s Sven Smit, Olivia White, Jonathan Woetzel, and coauthors.
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by "McKinsey Quarterly Five Fifty" <publishing@email.mckinsey.com> - 10:10 - 20 Sep 2023 -
Successful transformations can help companies generate value, even in times of uncertainty
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
•
Disruption in construction. As technology transforms a wide range of industries and tasks, construction has sometimes been maligned as the industry that trails behind the rest. However, construction has incorporated some technologies that have significantly increased productivity. One of the biggest tech innovations has been building information modeling software, which turns blueprints into digital images and can help break down silos between the architects who create the plans and the subcontractors who build them. [HBR]
•
Transformation isn’t either/or. In these uncertain times, C-suite leaders understand the need to transform and reinvent their companies. But they may not know where to start or may believe they must choose between improving overall performance and reinventing the business (which can include shifting a company’s core operating model). Successful transformations are the result of companies willing to think big and move fast in a focused set of business areas, rather than making incremental changes to all areas of the business, McKinsey senior partner Fábio Stul and colleagues explain.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:05 - 20 Sep 2023 -
The United Nations General Assembly highlights global solidarity, sustainability
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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
New from McKinsey & Company
Global leaders will gather this week at the 78th session of the United Nations General Assembly (UNGA) to explore a full spectrum of pressing world issues, including economic instability, widening inequality, climate change, an ongoing war, and a lingering pandemic. The theme for this year’s General Debate is “Rebuilding trust and reigniting global solidarity: Accelerating action on the 2030 Agenda and its Sustainable Development Goals towards peace, prosperity, progress and sustainability for all.” Learn about the McKinsey Health Institute’s part in this year’s UNGA, and check out this McKinsey Global Institute report from Anu Madgavkar, Mekala Krishnan, Jonathan Woetzel, Kweilin Ellingrud, Tracy Francis, and coauthors to understand how growth can contribute to higher living standards and a greener world. Then dive into other insights that shine a light on today’s most complex global issues as the UNGA kicks off.
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To see more essential reading on topics that matter, visit McKinsey Themes.
— Edited by Emily Adeyanju, editor, Charlotte
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:42 - 19 Sep 2023 -
[Online Workshop] Maximising Performance and Efficiency: Integrated APM and Infrastructure Monitoring Strategies
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Register for this online workshop on 28th September at 10 AM BST / 11 AM CEST to get a comprehensive introduction into how APM and Infrastructure Monitoring can be powerful tools for extracting valuable insights from your application and system data.
This webinar will delve into the integration of APM and Infrastructure Monitoring data to enhance operational visibility, mitigate risks, and achieve strategic business goals.
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Correlate Infrastructure and application performance and utilisation metrics side by side
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by "New Relic Webinars" <emeamarketing@newrelic.com> - 06:06 - 19 Sep 2023 -
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Innovative organizations are ahead with generative AI. What can we learn from them?
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
•
More AI jobs, better managed. Well-run companies are likelier to have posted a higher number of AI-related jobs, a recent study of hundreds of large, publicly held US companies has found. In every category, including customer satisfaction, employee engagement and development, financial strength, innovation, and social responsibility, companies that seek to build a deep bench of talent in AI are outperforming their peers. That makes sense, because effective organizations are able to anticipate future needs, a research director posits. [WSJ]
•
Generating value. Gen AI has captivated the business world. Yet most organizations struggle to reap the full benefits of their digital investments. Gen AI could play out similarly if leaders deploy it without priming their organizations, McKinsey senior partner Ben Fletcher and coauthors explain. There’s a startlingly strong connection between companies with strong innovative cultures and operating models and their ability to increase value through the newest digital technologies, a 2023 McKinsey Global Survey found.
— Edited by Belinda Yu, editor, Atlanta
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Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:12 - 19 Sep 2023 -
Automated Maintenance Tracking System for Vehicles Operating into the Trucking Industry
Automated Maintenance Tracking System for Vehicles Operating into the Trucking Industry
Platform | Usecase
Challenges
Managing maintenance schedules manually are time-consuming for fleet managers.
Missing fleet maintenance leads to costly breakdowns.
Managing inspections and documentation manually causes error.
Solutions
Flexible maintenance schedules in the software for specific fleet needs.
Reminders based on mileage, or engine hours for key maintenance tasks.
Notifications via email and SMS to keep managers informed.
Results
Reduce downtime by 30%
Reduce compliance-related incidents by 25%
Uffizio Technologies Pvt. Ltd., 4th Floor, Metropolis, Opp. S.T Workshop, Valsad, Gujarat, 396001, India
by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 18 Sep 2023 -
Workforce mental health: A leader’s guide
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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
The COVID-19 pandemic brought workforce behavioral health (mental health and substance use) into the spotlight for employers—and some leading companies responded with positive actions. But much more remains to be done. Even before the pandemic, employee stress and burnout were resulting in absenteeism, diminished productivity, and rising healthcare costs. Today, workers are asking for more behavioral-health services even as employers struggle to provide them. And while some leaders think they’re doing a good job of supporting mental health, employees don’t agree. Here’s a look at some of the issues to consider.
Employers have a big role to play in improving the mental health of tomorrow’s workforce—and currently, that workforce may be in crisis. In a global survey of more than 40,000 respondents, “Gen Z reported a perceived mental health that was much poorer than any other generation,” says McKinsey partner Erica Coe. Overuse of social media, educational interruptions during the COVID-19 pandemic, global unrest, and climate anxiety are among the many factors fueling higher rates of anxiety, depression, and distress in Gen Z than in any other age group. “Worldwide, at least 200 million children and teenagers struggle with a mental health disorder,” notes Harold Koplewicz, founding president and medical director of the Child Mind Institute. Imperatives for employers include early intervention, promoting mental health literacy among youth, and investing in mental health support in the workplace.
That’s from a report by the American Heart Association’s CEO Roundtable, a group of business leaders who promote an organizational culture of health. One reason for the high cost of depression may be employees’ fear of talking about mental health conditions in the workplace because of the associated stigma. Our research shows that many employees with a behavioral-health condition avoid treatment because they don’t want people finding out about their mental illness or substance use disorder. “Taking the right kind of actions can shift the dialogue from stigma to support,” suggest McKinsey experts. “For starters, employers can change the misperception that a behavioral-health condition is a moral failing. These conditions are treatable diseases like other medical conditions.”
“If we’re not taking care of people, then what are we doing?” asks Poppy Jaman, CEO of the global nonprofit group MindForward Alliance, in a discussion with McKinsey. Jaman believes that workplace mental health should be considered a business goal: “We are introducing well-being capital as a business framework,” she says. “When you create an environment of psychological safety and well-being, you create well-being capital, which boosts performance in healthy ways and enhances your bottom line.” Ways for organizations to develop well-being capital include leading with compassion, redesigning jobs to reduce stress, and investing in mental health awareness campaigns. It’s also important for leaders to address “languishing,” notes Jaman. This occurs when people may not feel depressed enough to quit but “lack drive and are just muddling through each day,” she says. “They don’t have ill health, but they also aren’t well.”
Indulging in a full-on digital detox may be considered healthy, but many people may find it unrealistic to switch off completely. Rather, organizations may need to maximize the benefits of screen time while recognizing its negative effects on mental health, particularly in the case of Gen Z workers. For example, while social media can support connection and creativity, it can also be a platform for cyberbullying and hate speech. McKinsey’s Alistair Carmichael suggests that employers and business leaders “use social media as a positive for self-expression, community building, and using corporate social media to be a force for good. This requires listening, being authentic, and trying not to control.”
Lead by supporting mental health.
— Edited by Rama Ramaswami, senior editor, New York
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Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:41 - 18 Sep 2023 -
Retaining parents can benefit companies. Here’s how to create more family-friendly organizations.
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
•
Comprehensive flexibility. By making work truly flexible, organizations can protect worker autonomy while also safeguarding productivity, research by an organizational psychology professor finds. To start, companies can engage employees to reshape what they do (tailoring jobs to match individual strengths) and how they do it (including where and when people work). Offering workload flexibility—the chance to work full-time, part-time, or share job duties with a coworker—can give people who have difficulty working a traditional 9-to-5 job, such as some parents, employment opportunities. [HBR]
•
Pandemic parenting pains. As employers and employees continue to find their footing postpandemic, many working parents still struggle with childcare challenges. A 2022 survey McKinsey conducted in partnership with a national nonprofit shows that 45% of mothers with young kids who departed the workforce during the pandemic said that childcare was a major reason why they left, reveal McKinsey senior partner Alexis Krivkovich and colleagues. The loss of these parents, many of whom were midtenure workers, also means a loss of valuable functional and institutional knowledge for companies.
— Edited by Gwyn Herbein, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:06 - 17 Sep 2023 -
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by "Adobe Creative Cloud for Business" <demand@info.adobe.com> - 10:05 - 17 Sep 2023 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:56 - 16 Sep 2023 -
EP77: My Recommended Materials for Cracking Your Next Technical Interview
EP77: My Recommended Materials for Cracking Your Next Technical Interview
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
My recommended materials for cracking your next technical interview
Cheat Sheet for Monitoring Infrastructure in Cloud Services
Top 5 Caching Strategies
Uber Tech Stack
How many message queues do you know?
The 2023 Observability Forecast report is here! (Sponsored)
The third annual Observability Forecast by New Relic is out now! We surveyed 1,700 technology professionals—making it the largest, most comprehensive study of its kind in the observability industry. The survey results show that observability continues to deliver a clear, positive business impact and a 2x median annual return on investment (ROI). Organizations continue to see the business value of observability—and expect to invest more in it.
My recommended materials for cracking your next technical interview
Coding
Leetcode
Cracking the coding interview book
Neetcode
System Design Interview
System Design Interview Book 1, 2 by Alex Xu, Sahn Lam
Grokking the system design by Design Guru
Design Data-intensive Application book
Behavioral interview
Tech Interview Handbook (Github repo)
A Life Engineered (YT)
STAR method (general method)
OOD Interview
Interviewready
OOD by educative
Head First Design Patterns Book
Mock interviews
Interviewingio
Pramp
Meetapro
Apply for Jobs
Linkedin
Monster
Indeed
Over to you: What is your favorite interview prep material?
Latest articles
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A nice cheat sheet of different monitoring infrastructure in cloud services
This cheat sheet offers a concise yet comprehensive comparison of key monitoring elements across the three major cloud providers and open-source / 3rd party tools.
Let's delve into the essential monitoring aspects covered:
Data Collection: Gather information from diverse sources to enhance decision-making.
Data Storage: Safely store and manage data for future analysis and reference.
Data Analysis: Extract valuable insights from data to drive informed actions.
Alerting: Receive real-time notifications about critical events or anomalies.
Visualization: Present data in a visually comprehensible format for better understanding.
Reporting and Compliance: Generate reports and ensure adherence to regulatory standards.
Automation: Streamline processes and tasks through automated workflows.
Integration: Seamlessly connect and exchange data between different systems or tools.
Feedback Loops: Continuously refine strategies based on feedback and performance analysis.
Over to you: How do you prioritize and leverage these essential monitoring aspects in your domain to achieve better outcomes and efficiency?
One picture is worth a thousand words - Top 5 Caching Strategies
When we introduce a cache into the architecture, synchronization between the cache and the database becomes inevitable.
Let’s look at 5 common strategies how we keep the data in sync.
Read Strategies:
Cache aside
Read throughWrite Strategies:
Write around
Write back
Write Through
The caching strategies are often used in combination. For example, write-around is often used together with cache-aside to make sure the cache is up-to-date.
Over to you: What strategies have you used?Uber Tech Stack
This post is based on research from many Uber engineering blogs and open-source projects. If you come across any inaccuracies, please feel free to inform us. The corresponding links are added in the comment section.
Web frontend: Uber builds Fusion.js as a modern React framework to create robust web applications. They also develop visualization.js for geospatial visualization scenarios.
Mobile side: Uber builds the RIB cross-platform with the VIPER architecture instead of MVC. This architecture can work with different languages: Swift for iOS, and Java for Android.
Service mesh: Uber built Uber Gateway as a dynamic configuration on top of NGINX. The service uses gRPC and QUIC for client-server communication and Apache Thrift for API definition.
Service side: Uber built a unified configuration store named Flipr (later changed to UCDP), H3 as a location-index store library. They use Spring Boot for Java-based services, uAct for event-driven architecture, and Cadence for async workflow orchestration.
Database end: the OLTP mainly uses the strongly-consistent DocStore, which employs MySQL and PostgreSQL, along with the RocksDB database engine.
Big data: managed through the Hadoop family. Hudi and Parquet are used as file formats, and Alluxio serves as cache. Time-series data is stored in Pinot and AresDB.
Data processing: Hive, Spark, and the open-source data ingestion framework Marmaray. Messaging and streaming middleware include Apache Kafka and Apache Flink.
DevOps side: Uber utilizes a Monorepo, with a simplified development environment called devpod. Continuous delivery is managed through Netflix Spinnaker, metrics are emitted to uMetric, alarms on uMonitor, and a consistent observability database M3.How many message queues do you know?
Like a post office, a message queue helps computer programs communicate in an organized manner. Imagine little digital envelopes being passed around to keep everything on track. There are a few key features to consider when selecting message queues:
Speed: How fast messages are sent and received
Scalability: Can it grow with more messages
Reliability: Will it make sure messages don’t get lost
Durability: Can it keep messages safe over time
Ease of Use: Is it simple to set up and manage
Ecosystem: Are there helpful tools available
Integration: Can it play nice with other software
Protocol Support: What languages can it speak
Try out a message queue and practice sending and receiving messages until you're comfortable. Choose an easy one like Kafka and experiment with sending and receiving messages. Read books or take online courses as you get more comfortable. Build little projects and learn from those who have already been there. Soon, you'll know everything about message queues.
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