Month: August 2023

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MongoDB, Inc. (NASDAQ:MDB – Get Free Report) saw unusually large options trading on Wednesday. Stock traders bought 23,831 put options on the company. This represents an increase of 2,157% compared to the typical daily volume of 1,056 put options.

Wall Street Analyst Weigh In

A number of research firms recently issued reports on MDB. Citigroup lifted their target price on MongoDB from $363.00 to $430.00 in a report on Friday, June 2nd. VNET Group reiterated a “maintains” rating on shares of MongoDB in a report on Monday, June 26th. Sanford C. Bernstein lifted their target price on MongoDB from $257.00 to $424.00 in a report on Monday, June 5th. Capital One Financial began coverage on MongoDB in a report on Monday, June 26th. They issued an “equal weight” rating and a $396.00 target price for the company. Finally, Barclays lifted their target price on MongoDB from $374.00 to $421.00 in a report on Monday, June 26th. One equities research analyst has rated the stock with a sell rating, three have issued a hold rating and twenty have given a buy rating to the stock. Based on data from MarketBeat.com, MongoDB has a consensus rating of “Moderate Buy” and a consensus price target of $378.09.

Read Our Latest Research Report on MDB

Insiders Place Their Bets

In other news, Director Dwight A. Merriman sold 6,000 shares of the firm’s stock in a transaction on Friday, August 4th. The stock was sold at an average price of $415.06, for a total transaction of $2,490,360.00. Following the completion of the transaction, the director now directly owns 1,207,159 shares in the company, valued at $501,043,414.54. The transaction was disclosed in a document filed with the SEC, which is available at this link. In other news, Director Dwight A. Merriman sold 1,000 shares of the firm’s stock in a transaction on Tuesday, July 18th. The stock was sold at an average price of $420.00, for a total transaction of $420,000.00. Following the completion of the transaction, the director now directly owns 1,213,159 shares in the company, valued at $509,526,780. The transaction was disclosed in a document filed with the SEC, which is available at this link. Also, Director Dwight A. Merriman sold 6,000 shares of MongoDB stock in a transaction on Friday, August 4th. The shares were sold at an average price of $415.06, for a total value of $2,490,360.00. Following the completion of the transaction, the director now owns 1,207,159 shares of the company’s stock, valued at $501,043,414.54. The disclosure for this sale can be found here. Insiders have sold 102,220 shares of company stock worth $38,763,571 over the last ninety days. Corporate insiders own 4.80% of the company’s stock.

Hedge Funds Weigh In On MongoDB

A number of hedge funds and other institutional investors have recently made changes to their positions in the stock. Osaic Holdings Inc. grew its holdings in shares of MongoDB by 47.9% during the second quarter. Osaic Holdings Inc. now owns 14,324 shares of the company’s stock worth $5,876,000 after buying an additional 4,640 shares during the last quarter. Teachers Retirement System of The State of Kentucky grew its holdings in shares of MongoDB by 365.9% during the second quarter. Teachers Retirement System of The State of Kentucky now owns 7,142 shares of the company’s stock worth $2,935,000 after buying an additional 5,609 shares during the last quarter. Coppell Advisory Solutions LLC purchased a new position in shares of MongoDB during the second quarter worth about $43,000. Alliancebernstein L.P. grew its holdings in shares of MongoDB by 62.6% during the second quarter. Alliancebernstein L.P. now owns 264,330 shares of the company’s stock worth $108,637,000 after buying an additional 101,804 shares during the last quarter. Finally, Public Employees Retirement System of Ohio grew its holdings in shares of MongoDB by 93.3% during the second quarter. Public Employees Retirement System of Ohio now owns 63,732 shares of the company’s stock worth $26,193,000 after buying an additional 30,758 shares during the last quarter. Hedge funds and other institutional investors own 89.22% of the company’s stock.

MongoDB Stock Up 2.4 %

MDB opened at $370.74 on Thursday. The business’s 50-day simple moving average is $391.60 and its 200-day simple moving average is $297.24. The company has a debt-to-equity ratio of 1.44, a quick ratio of 4.19 and a current ratio of 4.19. MongoDB has a one year low of $135.15 and a one year high of $439.00. The stock has a market capitalization of $26.17 billion, a P/E ratio of -79.39 and a beta of 1.13.

MongoDB (NASDAQ:MDB – Get Free Report) last posted its earnings results on Thursday, June 1st. The company reported $0.56 EPS for the quarter, topping analysts’ consensus estimates of $0.18 by $0.38. MongoDB had a negative return on equity of 43.25% and a negative net margin of 23.58%. The business had revenue of $368.28 million for the quarter, compared to analysts’ expectations of $347.77 million. During the same quarter in the previous year, the firm earned ($1.15) earnings per share. The business’s revenue was up 29.0% compared to the same quarter last year. Analysts anticipate that MongoDB will post -2.8 EPS for the current year.

MongoDB Company Profile

(Get Free Report)

MongoDB, Inc provides general purpose database platform worldwide. The company offers MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premise, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

Further Reading

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Article originally posted on mongodb google news. Visit mongodb google news

Posted on mongodb google news. Visit mongodb google news

Spire Wealth Management acquired a new position in MongoDB, Inc. (NASDAQ:MDB – Free Report) during the first quarter, according to the company in its most recent 13F filing with the Securities & Exchange Commission. The institutional investor acquired 389 shares of the company’s stock, valued at approximately $91,000.

A number of other hedge funds and other institutional investors have also bought and sold shares of MDB. Global Retirement Partners LLC grew its holdings in shares of MongoDB by 346.7% during the first quarter. Global Retirement Partners LLC now owns 134 shares of the company’s stock valued at $30,000 after buying an additional 104 shares during the last quarter. Bessemer Group Inc. purchased a new stake in shares of MongoDB during the fourth quarter valued at approximately $29,000. BI Asset Management Fondsmaeglerselskab A S purchased a new stake in shares of MongoDB during the fourth quarter valued at approximately $30,000. Manchester Capital Management LLC purchased a new stake in shares of MongoDB during the first quarter valued at approximately $36,000. Finally, Clearstead Advisors LLC purchased a new stake in shares of MongoDB during the first quarter valued at approximately $36,000. Hedge funds and other institutional investors own 89.22% of the company’s stock.

Insider Activity at MongoDB

In related news, Director Dwight A. Merriman sold 1,000 shares of the firm’s stock in a transaction on Tuesday, July 18th. The shares were sold at an average price of $420.00, for a total transaction of $420,000.00. Following the completion of the transaction, the director now directly owns 1,213,159 shares of the company’s stock, valued at $509,526,780. The transaction was disclosed in a filing with the Securities & Exchange Commission, which is accessible through this hyperlink. In other MongoDB news, Director Dwight A. Merriman sold 1,000 shares of MongoDB stock in a transaction on Tuesday, July 18th. The shares were sold at an average price of $420.00, for a total value of $420,000.00. Following the completion of the transaction, the director now directly owns 1,213,159 shares of the company’s stock, valued at approximately $509,526,780. The sale was disclosed in a filing with the Securities & Exchange Commission, which is accessible through this link. Also, CAO Thomas Bull sold 516 shares of MongoDB stock in a transaction on Monday, July 3rd. The stock was sold at an average price of $406.78, for a total transaction of $209,898.48. Following the completion of the transaction, the chief accounting officer now directly owns 17,190 shares of the company’s stock, valued at $6,992,548.20. The disclosure for this sale can be found here. Over the last ninety days, insiders sold 102,220 shares of company stock valued at $38,763,571. Corporate insiders own 4.80% of the company’s stock.

Analyst Upgrades and Downgrades

A number of research analysts recently weighed in on the stock. Piper Sandler increased their price objective on shares of MongoDB from $270.00 to $400.00 in a research report on Friday, June 2nd. JMP Securities increased their price objective on shares of MongoDB from $400.00 to $425.00 and gave the company an “outperform” rating in a research report on Monday, July 24th. The Goldman Sachs Group increased their price objective on shares of MongoDB from $420.00 to $440.00 in a research report on Friday, June 23rd. Needham & Company LLC increased their price objective on shares of MongoDB from $250.00 to $430.00 in a research report on Friday, June 2nd. Finally, Truist Financial increased their price objective on shares of MongoDB from $365.00 to $420.00 in a research report on Friday, June 23rd. One investment analyst has rated the stock with a sell rating, three have issued a hold rating and twenty have issued a buy rating to the company. According to MarketBeat, MongoDB presently has a consensus rating of “Moderate Buy” and an average price target of $378.09.

Read Our Latest Report on MDB

MongoDB Stock Up 2.4 %

Shares of MDB stock opened at $370.74 on Thursday. The company has a market capitalization of $26.17 billion, a price-to-earnings ratio of -79.39 and a beta of 1.13. The company’s fifty day moving average price is $391.60 and its 200-day moving average price is $297.24. MongoDB, Inc. has a one year low of $135.15 and a one year high of $439.00. The company has a debt-to-equity ratio of 1.44, a current ratio of 4.19 and a quick ratio of 4.19.

MongoDB (NASDAQ:MDB – Get Free Report) last posted its earnings results on Thursday, June 1st. The company reported $0.56 earnings per share for the quarter, beating the consensus estimate of $0.18 by $0.38. The company had revenue of $368.28 million during the quarter, compared to analysts’ expectations of $347.77 million. MongoDB had a negative net margin of 23.58% and a negative return on equity of 43.25%. MongoDB’s quarterly revenue was up 29.0% on a year-over-year basis. During the same period last year, the company posted ($1.15) earnings per share. Sell-side analysts expect that MongoDB, Inc. will post -2.8 EPS for the current fiscal year.

MongoDB Company Profile

(Free Report)

MongoDB, Inc provides general purpose database platform worldwide. The company offers MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premise, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

See Also

Want to see what other hedge funds are holding MDB? Visit HoldingsChannel.com to get the latest 13F filings and insider trades for MongoDB, Inc. (NASDAQ:MDB – Free Report).

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Article originally posted on InfoQ. Visit InfoQ

Microsoft is readying version 2.0 of their Fluid Framework for real-time collaboration. The available alpha and internal releases add a new object-oriented shared data structure and browser-based developer tooling.

Fluid Framework is a set of client libraries and underlying server technologies that enable the building of real-time collaboration applications. In these applications, clients share the same data structures kept in sync by the framework. It intends to simplify merging concurrent changes in multiple clients while leveraging existing web technology.

The main concepts of the Fluid Framework are the shared data structures (called DDS for distributed data structures) and the Fluid service that runs on the server. The Fluid service can run locally on a development machine or a server and is responsible for communicating with the connected Fluid clients. Conveniently, Microsoft Azure offers a hosted Azure Fluid Relay service for production loads.

In its first version, Fluid Framework offered simple data structures such as strings, hash maps and counters. Version 2.0 adds a fully encapsulated data structure called SharedTree, a hierarchical tree-like collection of nodes containing objects. Each object can contain properties of different types, including other objects. The SharedTree DDS has a root note that is used as an entry point for Fluid Framework data synchronisation. It also has atomic node tree manipulation methods for inserting, removing and moving nodes in the SharedTree.

The syntax of defining the SharedTree uses the Builder pattern, which leads to a simple but verbose code, for example:

const builder = new SchemaBuilder('95ac89d1-d485-4210-b6f2-3a23bfd6366f');

export const float64 = builder.primitive('number', ValueSchema.Number);
export const string = builder.primitive('string', ValueSchema.String);

export const userSchema = builder.object('demo:user', {
	local: {
    	name: SchemaBuilder.field(FieldKinds.value, string),
    	id: SchemaBuilder.field(FieldKinds.value, string),
	},
});

export const noteSchema = builder.object('demo:note', {
	local: {
    	id: SchemaBuilder.field(FieldKinds.value, string),
    	text: SchemaBuilder.field(FieldKinds.value, string),
    	author: SchemaBuilder.field(FieldKinds.value, userSchema),
    	votes: SchemaBuilder.field(FieldKinds.sequence, userSchema),
    	created: SchemaBuilder.field(FieldKinds.value, float64),
    	lastChanged: SchemaBuilder.field(FieldKinds.value, float64)   	 
	},
});

export const appSchema = builder.object('demo:app', {
	local: {
    	notes: SchemaBuilder.field(FieldKinds.sequence, noteSchema),
	},
});

export const rootField = SchemaBuilder.field(FieldKinds.value, appSchema);

export const schema = builder.intoDocumentSchema(rootField);

According to Microsoft,

(the) development (of SharedTree) is driven by significant feedback from developers looking for Fluid data structures that map more closely to document object models, inheritance trees, and other common use cases for hierarchical data.

The other feature in version 2.0 of the Fluid Framework is the launch of Fluid Developer Tools, a browser extension for Edge and Chrome that helps develop and debug Fluid Framework applications. It allows the developers to see the state and the data shared in the Fluid Framework applications. Developers can change the connection state and the shared data to test different scenarios, such as offline or reconnection attempts. Finally, it includes event logs and telemetry graphs of the performance logs.

The developer response to Fluid Framework has been lukewarm, with some developers struggling to see the benefits of using it over established technologies like SignalR (so much that the Fluid Framework FAQ has a section on that). The company has been using Fluid Framework internally for the Microsoft Loop app in the Microsoft 365 offering.

Fluid Framework was first launched in November 2019 as a preview technology announced at Microsoft’s Build conference. It was open-sourced in September 2020. The expected timeline for the 2.0 general availability release is still unknown. The GitHub repo has frequent internal builds of the new version released since June, the most current one being the v2.0.0-internal.6.1.1.

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MongoDB (NASDAQ:MDB – Get Free Report) will issue its quarterly earnings data after the market closes on Thursday, August 31st. Analysts expect the company to announce earnings of $0.45 per share for the quarter. MongoDB has set its Q2 guidance at $0.43-0.46 EPS and its FY24 guidance at $1.42-1.56 EPS.Investors that wish to listen to the company’s conference call can do so using this link.

MongoDB (NASDAQ:MDB – Get Free Report) last announced its quarterly earnings results on Thursday, June 1st. The company reported $0.56 EPS for the quarter, topping the consensus estimate of $0.18 by $0.38. MongoDB had a negative net margin of 23.58% and a negative return on equity of 43.25%. The firm had revenue of $368.28 million for the quarter, compared to analyst estimates of $347.77 million. During the same period last year, the business earned ($1.15) EPS. MongoDB’s revenue for the quarter was up 29.0% compared to the same quarter last year. On average, analysts expect MongoDB to post $-3 EPS for the current fiscal year and $-3 EPS for the next fiscal year.

MongoDB Price Performance

Shares of NASDAQ:MDB opened at $370.74 on Thursday. The company has a 50-day simple moving average of $391.60 and a 200-day simple moving average of $297.24. MongoDB has a one year low of $135.15 and a one year high of $439.00. The company has a debt-to-equity ratio of 1.44, a quick ratio of 4.19 and a current ratio of 4.19. The stock has a market capitalization of $26.17 billion, a price-to-earnings ratio of -79.39 and a beta of 1.13.

Analyst Upgrades and Downgrades

A number of equities research analysts have recently commented on MDB shares. William Blair reaffirmed an “outperform” rating on shares of MongoDB in a report on Friday, June 2nd. KeyCorp boosted their price target on shares of MongoDB from $372.00 to $462.00 and gave the stock an “overweight” rating in a research note on Friday, July 21st. 22nd Century Group reiterated a “maintains” rating on shares of MongoDB in a research note on Monday, June 26th. VNET Group reiterated a “maintains” rating on shares of MongoDB in a research note on Monday, June 26th. Finally, Morgan Stanley boosted their price target on shares of MongoDB from $270.00 to $440.00 in a research note on Friday, June 23rd. One equities research analyst has rated the stock with a sell rating, three have given a hold rating and twenty have issued a buy rating to the stock. Based on data from MarketBeat.com, the company presently has an average rating of “Moderate Buy” and a consensus price target of $378.09.

Check Out Our Latest Report on MDB

Insider Activity at MongoDB

In other MongoDB news, CAO Thomas Bull sold 516 shares of the stock in a transaction that occurred on Monday, July 3rd. The shares were sold at an average price of $406.78, for a total transaction of $209,898.48. Following the transaction, the chief accounting officer now owns 17,190 shares of the company’s stock, valued at $6,992,548.20. The transaction was disclosed in a legal filing with the SEC, which is accessible through the SEC website. In other MongoDB news, CAO Thomas Bull sold 516 shares of the stock in a transaction that occurred on Monday, July 3rd. The shares were sold at an average price of $406.78, for a total transaction of $209,898.48. Following the transaction, the chief accounting officer now owns 17,190 shares of the company’s stock, valued at $6,992,548.20. The transaction was disclosed in a legal filing with the SEC, which is accessible through the SEC website. Also, CRO Cedric Pech sold 360 shares of MongoDB stock in a transaction on Monday, July 3rd. The stock was sold at an average price of $406.79, for a total transaction of $146,444.40. Following the sale, the executive now directly owns 37,156 shares in the company, valued at approximately $15,114,689.24. The disclosure for this sale can be found here. Over the last 90 days, insiders have sold 102,220 shares of company stock valued at $38,763,571. Company insiders own 4.80% of the company’s stock.

Institutional Inflows and Outflows

A number of large investors have recently bought and sold shares of MDB. Raymond James & Associates lifted its holdings in MongoDB by 32.0% during the 1st quarter. Raymond James & Associates now owns 4,922 shares of the company’s stock worth $2,183,000 after buying an additional 1,192 shares during the last quarter. PNC Financial Services Group Inc. raised its position in shares of MongoDB by 19.1% during the 1st quarter. PNC Financial Services Group Inc. now owns 1,282 shares of the company’s stock worth $569,000 after purchasing an additional 206 shares during the period. MetLife Investment Management LLC acquired a new stake in shares of MongoDB during the 1st quarter worth approximately $1,823,000. Panagora Asset Management Inc. raised its position in shares of MongoDB by 9.8% during the 1st quarter. Panagora Asset Management Inc. now owns 1,977 shares of the company’s stock worth $877,000 after purchasing an additional 176 shares during the period. Finally, Vontobel Holding Ltd. raised its position in shares of MongoDB by 100.3% during the 1st quarter. Vontobel Holding Ltd. now owns 2,873 shares of the company’s stock worth $1,236,000 after purchasing an additional 1,439 shares during the period. Institutional investors own 89.22% of the company’s stock.

MongoDB Company Profile

(Get Free Report)

MongoDB, Inc provides general purpose database platform worldwide. The company offers MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premise, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

Featured Stories

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Article originally posted on InfoQ. Visit InfoQ

Focusing on the actual emerging organisation and the work people are doing can make a difference in embracing complexity and dealing with it a bit better. Psychological safety is critical for people giving feedback without fearing retribution or negative consequences.

Fred Hebert spoke about embracing complexity at QCon New York 2023.

A key assumption is that key elements of the organisational structure emerge from decisions made, trade-offs, goal conflicts, and every day interaction across teams, Hebert argued. As groups attempt to meet individual objectives with their own incomplete views of the whole, the organisation shifts in a dynamic and often uncoordinated manner, he explained:

Various unexpected relationships exist within an organisation, and are relied upon to effectively make things work. Attempting to reorganise based on an idealised organisational chart may remove very few of the key pressures driving the existing emerging structure, and they’ll stick around.

Each organisation has its own context and evolves in a slightly different ecosystem with varied dynamics, Hebert said. Almost any behaviour can be successful for a while given the right environment. But most behaviours that are based on a desire for collaboration, communicating better, and with reciprocity in mind seemed to do better in a way that felt more sustainable, especially when being challenged by new circumstances, Hebert added.

Psychological safety is critical when dealing with complexity, Hebert said. The only way you can get into that decision-making process that people have is for them to be able to report what they find challenging, risky, difficult, or even easy. This happens when people can do that without fearing retribution or negative consequences, Hebert mentioned. That feedback making it to you also depends on them trusting that giving that information will lead to positive outcomes and will be acted on, not just that nothing bad will happen, he said.

When something happens you don’t see reflected in your existing metrics, this is a sign that events and interactions might be more complex than you planned, or that your overall system—which is likely dynamic and rapidly changing—shifted around already, Herbert said. Listen to these little feelings of dissonance and dive into them, he concluded.

InfoQ interviewed Fred Hebert about dealing with complexity with psychological safety and feedback loops.

InfoQ: What can we do to increase psychological safety and trust?

Fred Hebert: They’re far easier to lose than to earn. If you’re in a position where they exist, maintaining them should be one of your top priorities whenever you make a decision.

Trust and safety go both ways; if you want people to trust you more, also ask yourself if you trust them as well. How would you delegate decision-making to these folks? Listen to the information you get from them. Ask yourself what type of support trustworthy people deserve when things go bad, and offer it. These are patterns that take a long time to establish and can potentially be baked into the structure of your organisation and its hierarchy as well.

You have to first respect people and their efforts, and understand where they’re coming from. Think really hard about their situation before changing their work – chances are they thought about it as much as you did already, but we all work within different contexts. I’m sorry I don’t have a better recipe.

InfoQ: How do feedback loops help to deal with complexity?

Hebert: A shorter feedback loop means you can better understand the impact actions and changes have on parts of a system. Some actions are necessarily slow burners—like finding out that making it possible to spin up new microservices super fast indirectly discourages collaboration on existing services because that takes more time—but a lot of other useful signals are far more straightforward and easily available; they just need our attention.

One of my favorite ones is people looking at dashboards for a different service than the one they’re trying to debug because the faulty service’s dashboards aren’t trusted. There’s a lot to dig into that behavior!

Article originally posted on InfoQ. Visit InfoQ

Microsoft recently announced the general availability of the Azure Blob Storage Cold Tier, an online tier designed explicitly for efficiently storing infrequently accessed or modified data while ensuring immediate availability.

Organizations can use Azure Blob Storage as a platform-as-a-service (PaaS) solution to store massive amounts of unstructured data. The service already had three tiers, hot, cool, and archive, introduced end of 2017 – and the company has now added a cold tier to expand the further options for users to choose the correct tier based on the frequency of accessing- and retaining data. The read latency is milliseconds on the cold tier.

With the new blob storage tier, the company claims it is the “most cost-effective Azure Blob Storage offering to store infrequently accessed data with long-term retention requirements while maintaining instant access.” The cold tier can be leveraged like hot and cool through REST APIs, SDKs, Azure Portal, Azure PowerShell, and Azure CLI. In addition, the latest version of the Azure Storage Explorer tool maintained by Microsoft is extended to support the cold tier allowing users to write, manage, and read their data directly from the cold tier.

Furthermore, the cold tier extends its support to both Blob Storage and Azure Data Lake Storage Gen2. In addition, Locally redundant storage (LRS), Geo-redundant storage (GRS), Read-access Geo-redundant storage (RA-GRS), Zone-redundant storage (ZRS), Geo-zone-redundant storage (GZRS), and Read-access geo-zone-redundant storage (RA-GZRS) are all supported based on regional redundancy availability. However, some features are not yet compatible with the cold tier, such as the change feed feature and object replication.

And finally, the Blob Lifecycle Management Policy also supports automating tiering blobs to cold tier based on conditions including modified time, creation time, and last access time. Sean Feldman, a Microsoft MVP, provides an example in one of his blog posts:

{
  "rules": [
    {
      "enabled": true,
      "name": "To-Cold",
      "type": "Lifecycle",
      "definition": {
        "actions": {
          "baseBlob": {
            "tierToCold": {
              "daysAfterModificationGreaterThan": 0
            }
          }
        },

        "filters": {
          "blobTypes": [
            "blockBlob"
          ],
          "prefixMatch": [
            "masters/"
          ]
        }
      }
    }
  ]
}

With a comment:

This will allow much lower storage costs. Remember, there will be higher access and transaction costs when blobs are accessed. The difference is that these blobs will be available immediately and not eventually, as they would be with the Archived tier.

In addition, in a Reddit thread on the introduction of cold storage earlier this year, a respondent also made a comment on costs:

Small advice for people who are thinking about using different storage tiers, make sure you know the pricing model; it can be extremely costly if you make a wrong decision with this 😉

IE a read operation on archive Tier is 3421 times more expensive than on Premium.

Lastly, the cold tier pricing is positioned between cool and archive, with a 90-day early deletion policy. More details on pricing and availability of Azure Blob Storage tiers are available on the Azure Blob Storage pricing page.

Article originally posted on InfoQ. Visit InfoQ

Transcript

Elliott: I’m Brian Elliott. I am a Senior Vice President of Slack. I also am the executive leader of Future Forum. Future Forum is a think tank backed by Slack, along with our partners at Boston Consulting Group, MillerKnoll, and Management Leadership for Tomorrow. MLT is a nonprofit focused on diversity, equity, and inclusion. As Future Forum, we do a couple of things. One is a lot of research. The Future Forum Pulse is our main instrument. It’s a survey of a bit over 10,000 desk workers around the world, that we have been doing every quarter for the past two years to understand habits and practices, and what’s working and what’s not, and for whom. We also talk with and work with executives and leaders in a variety of different industries to get at best practices of how do we make work better for individuals and for organizations.

Talent

I’m going to share with you some of our research and some of the findings, as well as some of the best practices that we found out there globally. Reason why this is important is you see it in headlines every day, whether or not the future of work is going backwards into the office or whether it’s moving forward with what we’ve learned. It feels like a debate, often like a battle between executives and individuals, with executives wanting people to go back to the way things used to work. A lot of people on a lot of teams saying, “No, I think I spent a couple years proving I can be productive at home. Please give that to me.” The reason why that battle even exists because, usually, don’t the executives win, is at the end of the day talent drives competitive advantage. There’s a lot of different surveys of CEOs out there, but pretty much any one of them that you look at puts your access to talent as the top issue on CEOs’ minds. No matter what’s going on in the rest of the world, whether there’s a pandemic raging, inflation, supply chain issues, talent is top of the stack. Their ability to retain, attract, and engage talented people is the biggest issue. The reason why that is the case is because, at the end of the day, we need talented people to create value in our companies. Eighty-five percent of the Fortune 500’s balance sheet these days is intellectual property. If you went back to the 1970s, 80% was financial capital, or physical capital. At the end of the day, it takes talent to create intellectual property like that, but it also takes talented and happy people to create happy customers.

There’s a big thing that’s also underlying this, people spent the last two and a half years now at this point proving they can be productive working from home. Something that a lot of us, myself included, weren’t really sure would work out. They’ve made that a top priority in terms of their own jobs and job satisfaction. Seventy-three percent of 10,000 people around the globe tell us that if they are not getting the flexibility that they want out of their employer, then they’re looking for a new job. Flexibility is second only to people’s compensation when it comes to job satisfaction. On top of that, there’s a bunch of changes that have happened over the past couple of years that create an additional level of stress. Executives themselves are more stressed out than ever. Their stress levels are up 40% year-on-year. That’s because of changing expectations of what it takes to be an effective leader. We’ve compounded it with growing economic stress, worries about the economic headwinds that are finding their way towards us. If executives are a little bit stressed out, their employees are in actually even worse condition. Employees are burned out. They’re feeling the stress and the push me, pull you often of coming back into the office, as well as the economic stress too. At the end of the day, we believe that flexibility is a solution. I’m going to talk to you a little bit about why.

Let’s stick with that burnout problem though in the first place and just chat about that a little bit. Forty-three percent of middle managers report that they are burned out at work. That number is much higher than executives whose number is 32%. It’s higher than senior managers, it’s even higher than their own teams. That’s because middle managers are often the rope in a game of tug of war between executive expectations and what their teams want. We have to find a way to solve this issue, if nothing else, for those people that are leading on our frontlines. I’m going to talk to you about why we think the future of work is flexible, it’s inclusive, and it’s connected. Why those are all three keys to unlocking better performance for organizations, and better lives for the people that work with us.

Flexibility

Let’s start with flexibility and what we mean by flexibility. Employees want choice but what they’re looking for isn’t just about location. The headline is usually around people who want to be fully remote versus people who want to be full time in the office, when the truth is, most people want something in the middle. In our own research, these numbers continue to grow almost every quarter. Eighty percent of people want some form of location flexibility. That means there’s 20% that want to be in the office 5 days a week. It’s actually very few people that want to be fully remote. Most people want to come together with their team episodically. They want to do it for different reasons than executives. They want it for relationship building and socialization, as much as they want it for the collaboration and the teamwork. That’s an important thing to keep in mind when you’re thinking about the purpose of coming together. If you can give people that location flexibility, you get about a 4% boost to productivity. Four percent may not sound like a lot, but on a 40-hour workweek, that’s an hour and a half gained per week, which is a big deal.

The other part that we don’t talk about as much and need to talk about a lot more is, what do we do with our time? 9:00 to 5:00, 5 days a week is really taxing for people. Ninety-four percent of people want scheduled flexibility, flexibility in when they work. If we can give it to them, it actually unlocks a lot more. The challenge with that 9:00 to 5:00, 5 days a week is, it probably looks like this on your calendar. That’s actually my calendar from about May of 2020. What’s happened over the past couple years for most of us is it’s even gotten worse. The half hour video call has become the solution for every known problem. Finding a 2-hour block of time to do your core, heads-down work, gets relegated to after dinner or after the kids are in bed. That’s when a lot of us aren’t necessarily at our best in the first place. When we look at our survey results, if we can find a way to break this, if we can give people bigger blocks of time to focus and do work during their working hours, it’s a tremendous unlock. People’s work-life balances are a lot better, their stress levels are a lot lower, and they report 29% higher productivity, and a 53% ability to focus to get work done.

In order to make this happen, though, we need to start focusing so much on how many days a week someone’s in the office? How do we enable that type of focus? How do we put a constraint and control around meetings’ driven cultures. I’ll give you three tips. First is, core work hours. My own team does this from 9 a.m. until 1:00 on the West Coast. We have a team that’s spread across North America, that 9:00 to 1:00 period is when we have team meetings, one-on-ones, cross-functional meetings, you name it. What that means is that somebody who’s on the East Coast isn’t going to get a meeting slapped on their calendar all of a sudden at 4:00 on California time, which is 7:00 for them. They’re going to have more time to focus and do heads-down work, and they can potentially deal with a childcare situation in the afternoon. Second is saying no. We need to allow people to say no for a couple of reasons. A lot of meeting growth in terms of who’s showing up is FOMO. It’s if I’m not in the meeting, I’m not going to know what’s going on. That is where sharing information transparently in public channels like in Slack, is really important. What was the outcome of the meeting? Why did we decide what we decided? Sharing that yields a lot of benefits.

We need to make it possible for people to say no in the first place. We talk in our own team about the 4Ds of meetings that we allow. Is it a debate? Is it a decision-making forum? Is it a discussion about something material? Or is it for development of people? If it’s not for one of those 4Ds, you probably don’t need to do it all at the same time. That leads to asynchronous collaboration. Asynchronous collaboration is a fancy way for, there’s a lot of things we don’t need to have a meeting for, that we don’t need to be a together live to do. The biggest example of this typically is the status check meeting. You’ve all undoubtedly been in some of these meetings. There’s 30, maybe 50, maybe 100 of you, you’re in there for an hour, maybe 2 hours, you’re waiting your turn to say whether or not your project is on track. Worst use of productivity and salary in existence. Finding ways for people to have processes and tools so that Friday afternoon, your Jira epics are due. You summarize them. You share it in the following channel. Monday morning there’s an escalations meeting. The people who need to be there are the ones that have challenges that need resource allocation, is a much better use of people’s time and lends the transparency to what’s going on that people need to feel trust and to move work forward. That’s a bit about flexibility focused on the schedule side of life.

Flexibility – Inclusive

The other thing that we found is the flexibility in where and when people work creates a new opportunity to build more inclusive teams as well. I’ll give you one example. Working moms in particular want and need flexibility. Fifty-nine percent of working moms around the globe tell us they want to work from the office two days a week or less. Same is true for 50% of working dads. Both of those numbers have actually grown sequentially, almost quarter-on-quarter, post-pandemic. This isn’t just an issue of school closures and after school care capabilities. It’s the fact that people have to balance out the needs of work in their lives and the disproportionate burden that falls on working moms as the primary caregiver at home. We see the same thing across race and ethnicity. You see the same thing in a lot of other areas, that the people who benefit the most from flexibility are the people who come from the historically disadvantaged areas in the first place of our society and in our businesses. One of the things we all need to keep in mind is this risk as offices reopen that the people showing up more often in our data are white male executives and non-caregivers. If we are rewarding those people on the basis of showing up, then we run real risk that we are further setting back the people that we’re actually trying to hire to make our teams more diverse in the first place.

If we’re going to solve these issues and fix them, then we need to give people better tools for how to think about bringing people together and how to balance out and make sure you have a level playing field. First point in this starts off with not doing policies but thinking about principles. The policy, the top-down mandate generally doesn’t work in the first place. Saying, three days a week, be in the office, doesn’t help nearly as much as saying, these are the principles around when we get together. These are our policies and these are our guardrails. What’s the extent of how frequently we want you there and what’s the maximum that we allow? If you can do that, and if executives can lead the way forward by saying I myself am only in the office a couple days a week, goes a long way.

Second is we need to give managers the tools to build team-level agreements. You’re an example of one of my team-level agreements, which is our core collaboration hours from 9:00 until 1:00. We also have an agreement that we come together once a quarter for team building and belonging. We have another one around, how do we escalate issues outside of work hours, and what tools do we use to do so, so that you can turn everything else off at night, and rest and relax? Last and the biggest single point behind all this, outcomes-based management. If we’re rewarding, again, people for showing up, if we reward John for showing up at 8 a.m. and leaving at 8 p.m. every day, as opposed to rewarding John because he crushed his second quarter and he crushed his third quarter, we might be doing something wrong. Training managers and giving them the tools to manage teams and people on the basis of outcomes is probably the most essential ingredient in building more flexible and inclusive working environments, and it builds better business results.

Flexibility – Connection

Third point is connection. Flexibility boosts productivity. It boosts belonging and well-being. It also creates more inclusive work environments. It turns out, it also boosts connection at work and makes culture better, too. Let’s get into why. We ask a lot of executives, what are you concerned about? What you hear all the time is connection and culture. We ask people at all walks of life and all kinds of industries, where do you work? How do you work? Do you feel connected, and how well connected do you feel to your team, to your manager, to your company’s values, and to your executive suite? What you’re seeing on the chart above me is that people who are full time in the office actually score worse on all senses of connection. Whether it’s my manager, my team itself, my company’s values, my executive leadership team, people who have flexibility score higher on all of those dimensions. It’s not because they’re running into people all the time doing it. It’s because flexibility comes with an ounce of trust, comes with the knowledge that your team trusts you to get your work done. Trust goes a long way to building connection.

The other side we get asked about a lot is culture. Culture itself is not about the slogans, it’s not about the happy hours, it actually is about flexibility as well. People who have flexible setups, remote or hybrid are 52% more likely to say that their company’s culture has actually improved over the past two years. The number one factor is not the happy hours. It’s not the slogans on the wall. It’s not the Ping-Pong tables. It’s flexibility in terms of driving that cultural improvement. What we’re doing by building more flexible teams is we’re saying to people, we believe in you. We trust you. We’re going to respect the boundaries that you’ve got in your life, but we also expect you to get your work done. That’s what builds more positive cultures behind organizations.

The other faction that’s been driving this, and it’s been driving it for a decade, we just didn’t really notice, is we’re now two generations of digital natives in the workforce. The digital tools at our disposal at work have improved dramatically. The consumerization of IT, broadband access has changed a lot of things. It’s also changed what we expect out of those tools. Every quarter we measure the difference between people who are at digital leaders, people that are investing in new tools and technologies, and digital laggards, the people that are at companies that are falling behind. At the beginning of the pandemic, the difference between the leaders and the laggards on an issue like productivity was about 15%. Sitting here today, 59% higher productivity for digital leaders than versus digital laggards. What surprises a lot of executives even more than that, though, is that sense of belonging with my team is an even bigger gap and a bigger delta. If I’m investing in new tools and technology, new processes for building belonging, actually go much further and much faster. This isn’t just about the Zoom happy hours. It’s actually about the ability to share a joke with my team. It’s about Giphy. It’s about the watercooler channel, sharing pictures of my kids. Those activities go a long way.

We’re now two generations of digital natives in the workforce, people who are used to building relationships in real life and sustaining them online. Our organizations expect us to do the same, and we need to invest. What’s happened over the past two years and what’s become even more apparent is that the headquarters of your organization is no longer the physical building that you went to years ago, and that is still back open today. It’s actually digital. It’s where we do most of our communication. It’s where you have most of your collaboration happening. It’s where you find the people that you’re looking for that have important information on the tools that you use. We need to stop thinking about how many days a week we want people to come into the office, we need to start thinking about, are we investing properly in tools, in training, in processes, in support for people that are actually distributed and have been for years across multiple locations in our organization, and use our digital headquarters as that central hub for all of that communication?

Our final three recommendations. Physical spaces, we have got to redesign for connection. Our own phrase at Slack is, digital-first doesn’t mean never in person. We want people to come together, but that means those spaces can’t be the open office floor plan that’s inflexible, that was designed for heads-down work, and honestly not terribly productive. We need that space to be more modular, more flexible, more built around connection in the first place. Second, we need leaders to lead with transparency. We need leaders to actually share the decision-making process as well as the information, to get the FOMO out of our meetings and to build trust in our organizations. Last but not least, we have to invest. We have to invest behind our digital headquarters itself, but also in the training and the capabilities. In tips and tools, like the icebreaker that you use to start off a Monday morning meeting, where you ask people about their lives and get to know one another. That’s what becomes really essential in building connection, culture, and productivity.

Resources

All of this playbook content is in a book called, “How the Future Works.” Sheela Subramanian, Helen Kupp, and I wrote it. It’s got storytelling not only from Slack, but also from companies like IBM, from Dropbox, Levi Strauss & Co., Genentech, Royal Bank of Canada, a whole raft of companies in almost every industry. You can find out more about the book as well as our research at futureforum.com.

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Gravite, a registered brand of AddApptr, a global mobile ad tech company dedicated to optimizing revenue for app publishers, is looking for a Database Administrator (f/m/d) to join our engineering team in the beautiful city of Hamburg!

We are a leading provider of mobile programmatic advertising solutions for major app publishers, offering our services to numerous global companies who rely on our technology and solutions to optimize their revenue models. With billions of ad requests optimized every month, our mission is to generate maximum advertising revenue for our clients.

What can you expect?

You will join a dynamic and communicative team with a truly international and multicultural atmosphere, constantly striving to build a successful business.

In our team, your goal will be to ensure that our databases run smoothly and efficiently, while communicating and supporting a variety of interdisciplinary teams and users.

What should you bring along?

• You have at least four years of proven experience administering relational databases through MySQL or MariaDB in a Linux environment
• Your profile is well-rounded by 3+ years of experience administering column oriented databases on a Linux platform. Ideally in ClickHouse, MySQL or and other comparable tool. 
• You bring along experience with set up, installation, maintenance, monitoring, and troubleshooting of databases, with tuning of database parameters to ensure optimal performance as well as experience with optimizing data models and queries
• You are dedicated and enjoy working with huge amounts of data
• You preferably worked with Debian Linux and Clickhouse before
• You offer very good kledge of the English or German language

What do we offer?

• Attractive and performance-based compensation: Continue to benefit from additional benefits such as lucrative employee vouchers, bicycle leasing (JobRad), company cell phone and subsidized transportation ticket.
• Attractive working environment: Whether remote, hybrid or on-site. Our modern work models, flexible working hours and an attractive vacation package allow you to achieve a good work-life balance.
• Room for co-design and further development: With us, everyone can contribute and drive topics forward. We work at eye level, with agile dynamics and flat hierarchies. We offer a wide range of internal and external training opportunities for your personal and professional development.
• We offer the opportunity to work in a team of top experts with the leading players in the industry and to actively shape one of the most technologically exciting tech areas. You will work in the atmosphere of a startup and enjoy all the benefits of an international environment with flat hierarchies and short decision-making paths.
• A unique corporate culture with regular team events and lunches, sponsorship of language courses to drive outstanding ideas and solutions, where strong commitment and employee well-being is fundamental.

Our job offer Database Administrator – MySQL / NoSQL / Tuning / Optimization (m/f/d) sounds interesting? Then we are looking forward to receiving your
application via Campusjäger by Workwise.With our partner Campusjäger, you can apply for
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Work Hours:

40 hours per week hours per week

About the company:

We are an independently owned and operated global mobile ad tech company dedicated to optimizing revenue for app publishers.

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Nvidia Corp NVDA reported stellar second-quarter results that sent the overbought stock to record territory.

Commenting on the results, Wedbush analyst Daniel Ives said he sees the results as the “best barometer for AI demand.”

‘Drop The Mic’ Moment: Godfather of AI Jensen Huang and Nvidia delivered in “homerun fashion,” said Ives in a note. The results and guidance were a “drop the mic” moment that will have a ripple impact on the tech space for the rest of the year, he said.

“This is an unprecedented demand that we are seeing before our eyes in the AI Gold Rush,” the analyst said. The October quarter revenue guidance of $16 billion, which is notably above the $12.6 billion consensus, and the “quickly rising whisper numbers on the Street” will ignite a tech rally, he said, adding that the rally will continue into the rest of the year.

“We view these results and guidance as a historical moment for the tech sector speaking the tidal wave of AI spending now on the horizon over the coming years,” Ives said. The analyst expects software, digital media, big tech and chip companies to be major beneficiaries of this spending.

See Also: Best Artificial Intelligence Stocks

AI Beneficiaries: “We are now in the use case study phase and build-out stage of AI which ultimately is setting up for a massive cycle of spend,” Ives said.

The analyst sees Nvidia and Microsoft Corp. MSFT as the best barometer for AI spending. He named the following companies to benefit from the massive cycle of spend:

• Nvidia
• Microsoft
• Alphabet Inc. GOOG GOOGL
• Apple, Inc. AAPL
• Oracle Corp. ORCL
• Palantir Technologies, Inc. PLTR
• MongoDB, Inc. MDB
• Snowflake, Inc. SNOW;
• Salesforce, Inc. CRM
• Advanced Micro Devices, Inc. AMD
• C3.ai, Inc. AI

In after-hours trading on Wednesday, Nvidia shares soared 7.66% to $507.24, according to Benzinga Pro data. The Technology Select Sector SPDR Fund XLK tacked on 1.40% to $173.35.

Read Next: Palantir Stock Surges After Wedbush’s Ives Calls It ‘Messi of AI’ With A Bullish Outlook: ‘On Golden Track To Success’

Article originally posted on mongodb google news. Visit mongodb google news

Article originally posted on InfoQ. Visit InfoQ

The Grails Foundation has released version 6.0 of Grails, delivering a minimal JDK 11 version; support for Spring Framework 5.3.28, Spring Boot 2.7.12, and Gradle 7.6.1; the debut of Grails Forge UI, a starter project similar to Spring Initializr, and others; and enhanced integration of the Micronaut Framework.

This release highlighted the decision to update to Java 11 in Grails 6, driven by factors such as Java 11’s LTS status, stability, and widespread adoption in the Java ecosystem. This empowers developers with the latest language features, performance improvements, and enhanced security offered by Java 11. Grails 6 also sets the path to Java 17, with plans to include support in the next major release.

In addition to embracing modern Java, Grails 6 incorporates the latest updates of Spring and Spring Boot, offering new features and optimizations such as Kotlin coroutines support, WebSocket improvements, and Jakarta persistence integration. The update to Gradle 7.6.1 ensures compatibility with the latest libraries and dependencies. Moreover, the introduction of the new Grails Forge UI revolutionizes the web development experience for creating and managing Grails projects, offering a modern and efficient user interface.

Enhanced integration with the Micronaut Framework is another highlight of Grails 6. The Grails framework has long provided integration with Micronaut, and Grails 6 further enhances this collaboration. Developers can now enjoy even better Micronaut integration, promoting code reuse and reducing redundancy between Grails and Micronaut components. This includes the ability to inject Micronaut beans into Grails services and utilize Micronaut’s declarative client for consuming RESTful APIs.

Grails 6 continues to build on the principles of “Don’t Repeat Yourself” (DRY), simplifying the complexity of web application development in the Java space. The release includes contributions from various developers, reflecting a collaborative effort to push the framework forward. Both new and experienced developers will find value in exploring the latest features, such as the support for Java 11 for release, and even simple adjustments like the removal of incorrect test descriptions, which contribute to a more streamlined and efficient development process.

Nonetheless, Grails 6 continues to build on the concepts that have made it a standout in the field of web development frameworks. Its commitment to embracing modern Java, staying current with technological trends, and offering a dynamic and modern approach to Java web development makes it a noteworthy release. The enhanced integration with Micronaut, the introduction of the Grails Forge UI, and the active community involvement further solidified Grails’ position in the Java community.

Upgrading to Grails 6 offers numerous benefits, including enhanced developer productivity, future-proofing applications, performance gains, and seamless migration paths. It’s a collective journey that invites developers to elevate their applications and embark on a path toward creating innovative and scalable web applications.

Developers who want to try out Grails 6.0 can leverage the official documentation and find details on changes and improvements on the GitHub releases page.