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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:57 - 5 Oct 2024 -
EP132: Big O Notation 101: The Secret to Writing Efficient Algorithms
EP132: Big O Notation 101: The Secret to Writing Efficient Algorithms
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
Big O Notation 101: The Secret to Writing Efficient Algorithms
Top 4 Forms of Authentication Mechanisms
8 Key Concepts in DDD
Top 9 NoSQL Database Use Cases
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Big O Notation 101: The Secret to Writing Efficient Algorithms
From simple array operations to complex sorting algorithms, understanding the Big O Notation is critical for building high-performance software solutions.
O(1)
This is the constant time notation. The runtime remains steady regardless of input size. For example, accessing an element in an array by index and inserting/deleting an element in a hash table.O(n)
Linear time notation. The runtime grows in direct proportion to the input size. For example, finding the max or min element in an unsorted array.O(log n)
Logarithmic time notation. The runtime increases slowly as the input grows. For example, a binary search on a sorted array and operations on balanced binary search trees.O(n^2)
Quadratic time notation. The runtime grows exponentially with input size. For example, simple sorting algorithms like bubble sort, insertion sort, and selection sort.O(n^3)
Cubic time notation. The runtime escalates rapidly as the input size increases. For example, multiplying two dense matrices using the naive algorithm.O(n logn)
Linearithmic time notation. This is a blend of linear and logarithmic growth. For example, efficient sorting algorithms like merge sort, quick sort, and heap sortO(2^n)
Exponential time notation. The runtime doubles with each new input element. For example, recursive algorithms solve problems by dividing them into multiple subproblems.O(n!)
Factorial time notation. Runtime skyrockets with input size. For example, permutation-generation problems.O(sqrt(n))
Square root time notation. Runtime increases relative to the input’s square root. For example, searching within a range such as the Sieve of Eratosthenes for finding all primes up to n.
Over to you: What else will you add to better understand the Big O Notation?
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Top 4 Forms of Authentication Mechanisms
SSH Keys:
Cryptographic keys are used to access remote systems and servers securelyOAuth Tokens:
Tokens that provide limited access to user data on third-party applicationsSSL Certificates:
Digital certificates ensure secure and encrypted communication between servers and clientsCredentials:
User authentication information is used to verify and grant access to various systems and services
Over to you: How do you manage those security keys? Is it a good idea to put them in a GitHub repository?
8 Key Concepts in DDD
Domain Driven Design
Domain-driven design advocates driving the design of software through domain modeling.
Unified language is one of the key concepts of domain-driven design. A domain model is a bridge across the business domains.Business Entities
The use of models can assist in expressing business concepts and knowledge and in guiding further development of software, such as databases, APIs, etc.Model Boundaries
Loose boundaries among sets of domain models are used to model business correlations.Aggregation
An Aggregate is a cluster of related objects (entities and value objects) that are treated as a single unit for the purpose of data changes.Entities vs. Value Objects
In addition to aggregate roots and entities, there are some models that look like disposable, they don't have their own ID to identify them, but are more as part of some entity that expresses a collection of several fields.Operational Modeling
In domain-driven design, in order to manipulate these models, there are a number of objects that act as "operators".Layering the architecture
In order to better organize the various objects in a project, we need to simplify the complexity of complex projects by layering them like a computer network.Build the domain model
Many methods have been invented to extract domain models from business knowledge.
Top 9 NoSQL Database Use Cases
Different databases excel in different areas and it’s important to choose the right database for the requirement.
MongoDB (Document Store)
Used for content management systems and catalog management. Features BSON format, schema-less design, supports horizontal scaling with sharding, and high availability with replicationCassandra (Wide-column Store)
Ideal for time-series data management and recommendation engines. Offers wide-column format, distributed architecture, and CQL for SQL-like querying.Redis (Key-Value Store)
Suited for Cache, Session Management, and Gaming Leaderboards. Provides in-memory storage, support for complex data structures, and persistence options with RDB and AOF.Couchbase (Document Store with Key-Value)
Used for content management systems and e-commerce platforms. Combines key-value and document-based operations with memory-first architecture and cross-data center replication.Neo4j (Graph DB)
Excellent for social networking and fraud detection. Features ACID compliance, index-free adjacency, Cypher Query Language, and HA cluster capabilities.Amazon DynamoDB (Key-Value and Document)
Perfect for serverless and IoT applications. Supports both key-value and complex document data, managed by AWS, with features like partition data across nodes and DynamoDB streams.Apache Hbase (Wide-Column Store)
Used for data warehouse and large-scale data processing. Modeled after Google’s Bigtable, offers Hadoop integration, auto-sharding, strong consistency, and region servers.Elasticsearch (Search Engine)
Ideal for full-text search and log and event data analysis. Built on Apache Lucene, document-oriented, with sharding and replication capabilities, and a RESTful interface.CouchDB (Document Store)
Suitable for mobile applications and CMS. Document-oriented, ensures data consistency without locking, supports eventual consistency, and uses a RESTful API.
Over to you: Which other NoSQL database would you add to the list?
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by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 5 Oct 2024 -
A net-zero reality check
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 12:15 - 4 Oct 2024 -
Is the world facing a state of permacrisis?
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 10:45 - 4 Oct 2024 -
Parity for women in the workplace is a long way off
The Shortlist
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Curated by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms
Welcome to the latest edition of the CEO Shortlist, a biweekly newsletter of our best ideas for the C-suite. This week, we feature our latest research on gender equality at work. We appreciate the opportunity to connect and hope you find our perspectives novel and insightful. Please let us know what you think! You can reach us at Alex_Panas@mckinsey.com and Axel_Karlsson@mckinsey.com. Thank you.
—Alex and Axel
For ten years, McKinsey has been proud to partner with LeanIn.Org to study the state of women in corporate America and Canada. In our tenth annual report, we find that women have made gains; notably, women today hold 29 percent of C-suite positions, up from 17 percent in 2015. But we also find that, without renewed commitment from companies, this progress is not sustainable.
Women in the Workplace is the largest and most comprehensive study on this topic. The report has drawn on the experiences of more than 480,000 people at 1,000+ companies from 2015 to 2024. This year’s edition surveyed more than 15,000 people at 281 companies.
This year’s bottom line: progress is not parity. Yes, women have made modest gains in corporate representation. However, they remain underrepresented at every stage of the career path, regardless of race and ethnicity. Women are less likely than men to be hired into entry-level roles, and they’re far less likely than men to get that first crucial promotion. True parity is a distant prospect.
Is your company part of the problem, part of the solution, or just part of the landscape? Get the full picture here, and share it with your colleagues, your bosses, and your direct reports.
We hope you find these ideas inspiring and helpful. See you next time with more McKinsey ideas for the CEO and others in the C-suite.Share these insights
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:39 - 4 Oct 2024 -
When was your last magical travel experience?
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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 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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Prioritizing experiences. Experiences have increasingly become powerful decision drivers for travelers. The quest for meaningful moments even influences which destinations people will choose. Yet despite the enduring excitement about experiences and the large pool of value they represent, the travel industry has yet to crack the code on an approach that can please travelers, make sense for experience providers, and produce profit at scale for distributors and larger stakeholders, McKinsey senior partners Jules Seeley and Vik Krishnan and coauthors share.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:07 - 4 Oct 2024 -
America’s small businesses, the airline retailing opportunity, the economic potential of EVs in Europe, and more: The Weekend Read
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Welcome to the latest edition of The Weekend Read. We hope you find our perspectives useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.
—Alex and Axel
Micro-, small, and medium-size enterprises (MSMEs) are the bedrock of the US economy. Strengthening networks and collaboration with large companies could help US MSMEs gain advantages of scale in technology, human capital, market access, and finance, write Olivia White, Anu Madgavkar, Adi Kumar, Asutosh Padhi, and Kanmani Chockalingam.
Reach the next level of growth Ready to unwind?
—Edited by Joyce Yoo, editor, New York
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by "McKinsey Weekend Read" <publishing@email.mckinsey.com> - 12:51 - 4 Oct 2024 -
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by "McKinsey & Company" <publishing@email.mckinsey.com> - 02:27 - 3 Oct 2024 -
API Gateway
API Gateway
Forwarded this email? Subscribe here for moreAPI Gateways are essential components in modern software architectures, particularly microservices-based systems.
They act as a single entry point for all API requests, providing a unified interface for accessing various services and data. By decoupling client applications from backend microservices, API Gateways simplify API management and enhance the overall performance and security of the system.
API Gateways help enhance the developer experience while building scalable and maintainable systems. Organizations can achieve better control over their API landscape by using API Gateways.
As the complexity of software systems continues to grow, API Gateways will play an increasingly important role in enabling effective communication and integration between services and clients.
In this post, we’ll explore the various aspects of API Gateways in detail.
What is an API Gateway...
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 3 Oct 2024 -
New Relic Now: Come see the future of observability
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What is leadership?
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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
•
Authentic leadership. All leaders enable others to accomplish something they couldn’t do on their own. Because good leadership is often expressed through behavior, it’s a skill that can be learned. Getting to know oneself is a key first step, McKinsey senior partners Dana Maor, Kurt Strovink, Ramesh Srinivasan, and senior partner emeritus Hans-Werner Kaas, authors of McKinsey’s latest book, The Journey of Leadership (Portfolio/Penguin Group, September 2024), explain. The most effective leaders are highly conscious of their own thoughts and beliefs and show up with integrity as their fully authentic selves.
•
Mind your microhabits. Dramatic changes in our behavior can happen in small increments. Microhabits are a pragmatic way of improving yourself in measurable, small steps, says Kaas. These may look very different for different people and will depend on the changes you’re trying to make. Coauthor Srinivasan, for instance, listens to classical Indian music with his wife every morning over a cup of coffee while discussing their intentions for the day. Discover four types of behaviors, including being supportive, that account for 89% of leadership effectiveness.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:14 - 3 Oct 2024 -
Guide: How AI Is Transforming the World of Work
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Guide Reimagining your business with artificial intelligence. Read Guide 
Artificial intelligence (AI) is rapidly transforming how we work. From automating tasks to aggregating data, AI has become critical to business success.
In this guide, learn how AI can help accelerate your business and equip you with the insights to stay ahead of the curve. Discover how to:- Leverage automation for repetitive tasks and free up scarce resources
- Improve accuracy and lower costs
- Equip people with AI-assisted insights
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by "Workday" <corp.email@workday.com> - 10:06 - 2 Oct 2024 -
How to make tech work for you
Re:think
FRESH TAKES ON BIG IDEAS
ON TECH ORGANIZATIONS
Want to be a tech company? BuildEvery business leader says they want their organization to be a tech company. But what does that mean in practice? There are some things it means, and others it doesn’t. It does mean you need an organization that can build technology. And we really mean build, not just make good choices about what to buy.
In our research over the past seven years, we’ve looked closely at hundreds of companies that are true digital leaders. Even before generative AI, 70 percent said that they were making their own software. A third were aspiring to monetize that software externally, but the vast majority were using it to help propel their own operations. We expect that number will eventually trend toward 100 percent. Everybody’s going to be able to make the technology they need to run their business. They’re also going to buy technology. But in domains where they hope to gain a real competitive advantage, they want to build something that is unique to them by assembling a carefully curated mix of available components.
What does this mean for your company? First, you want business and technology working well together and you want technology embedded in the company. Organizations that get that right are much more likely to be successful than those that don’t. At a recent conference, I was challenged to come up with one paragraph that explains the difference between a modern digital and AI tech culture and an IT culture. After some back-and-forth, we got it down to one word: “requirements.”
In an IT culture, businesspeople write requirements and hand them off to the technology team so they can provide gains. At successful digital and AI companies, business and technology co-own a problem, iterate around that problem, and own the answer on an ongoing basis. That’s not a new thought; it’s been called a product operating model, or agile before that. But how business and technology work together is the essential factor for operating like a tech company.
For our recent book, Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI, we benchmarked 50 banks to understand which ones were creating value through technology and which were not. We found that some 25 percent could pinpoint real and significant value from their digital investments. This 25 percent couldn’t be identified by how much they were spending, the quality of their apps, or even their technology architecture choices. They could be identified, however, by how well business and technology worked together.“Being a tech company doesn’t necessarily mean spending the most on technology. This is not about spending the most.”
Speed is another important factor. Companies that are becoming tech companies iterate faster and faster. They work in agile short-sprint cycles. They insource more than they outsource. To do so, they don’t just go out and hire all the cool kids from Silicon Valley. That’s a really good way to change the company’s dress code, but if you want to create lasting impact, you need to upskill and reskill your own employees. You also create the right technology career ladders for your digital talent. This means that technologists can learn from other technologists and that they can progress in a way that makes them as important as business leaders, rather than seen as support.
Being a tech company also means caring deeply about adopting and scaling technology. It’s change management; although I don’t like that term, because it implies that technology is always wonderful, and we dumb humans need to adapt to it. Instead, it’s about digging into the question of how you transform a business domain and thinking hard about the right incentives to encourage true technology adoption and scaling. This usually means incentivizing the businesspeople. They need to co-own the tech impact incentives. If everyone’s looking to the CEO for constant direction, that’s a failure.
There are some important questions a CEO can ask to determine if their organization is functioning as a true tech company. Do you understand which business domains are most able to be transformed by technology and have you put a clear financial goal against them? Do the best technologists want to work at your company? Do you have a product-release-and-update cycle that’s measured in weeks, not months? When you look at your senior-leadership team, how many would self-identify as being tech savvy and tech capable? When you think about advancing people into senior roles, is experience in getting value from tech one of the essential criteria? Do you have a tech talent road map that is as detailed as your road map for scaling technology? Do you understand where data will create competitive advantage in your company and how to combine your proprietary data successfully with the world’s data?
For some, these will coalesce into two questions. First, have you thought about how technology can completely reinvent your business? Second, how do you do business today and how could that fundamentally change if you harnessed technology properly?
Being a tech company doesn’t necessarily mean spending the most on technology. This is not about spending the most. It’s not about being the earliest adopter of new technologies. Perhaps you like to talk about having technology everywhere in your company or about the success of an exciting pilot. But if you’re not actually seeing the technology affect your profit and loss, you’re not a tech company.Share Rodney Zemmel’s insights
ABOUT THIS AUTHOR
Rodney Zemmel is a senior partner in McKinsey’s New York office.
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Alex Singla on CEOs and generative AI
Generative AI raises many questions. Six of them—about opportunities, governance, partners, risk, talent, and learning—preoccupy many CEOs.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:48 - 2 Oct 2024
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